“When someone exits your team, they don’t just take their presence. They often leave behind a mirror.”
That quote has been ringing in my ears lately—not because of one particular exit, but because of what every departure reveals. Whether someone quits or is let go, it rarely ends with a handshake and a clean break. More often, their absence shines a light on deeper truths within an organization. Their departure reveals more than just their performance; it uncovers potential blind spots in your systems, your communication, and your leadership.
As someone who has led teams across industries—media, nonprofit, and business consulting—I’ve learned this the hard way. But the lesson is always worth it. When someone leaves, leaders should lean in, not tune out. Here are four insights every business owner or manager should consider:
1. People Problems Are Often System Problems
It’s easy to pin the blame on the person who’s leaving. But before we move on too quickly, we need to ask some tough questions:
Did we truly equip them for success?
Was our onboarding process structured and clear?
Were expectations communicated early and reinforced often?
Sometimes we don’t lose great people—we fail to retain them. Talent retention isn’t just about perks and pay; it’s about creating a culture that sets people up to thrive. If one departure becomes a pattern, it may be time to look at the systems more than the individuals.
2. Post-Departure Honesty Comes Too Late
Here’s a pattern I’ve seen too often: the moment someone walks out the door, the commentary begins.
“They weren’t pulling their weight.”
“They were hard to work with.”
“They always did their own thing.”
But the more important question is, why wasn’t this said sooner? Why didn’t those conversations happen when they could have made a difference?
As leaders, we must foster a culture where real-time feedback is the norm—not a postscript. If people only feel safe telling the truth after someone leaves, we haven’t done our job creating an environment of trust and accountability.
3. Exit Means Opportunity to Improve
Every departure is an opportunity for reflection. It may be painful—but it’s also powerful. Take time to debrief with your leadership team:
What were the warning signs?
Where did we avoid or delay hard conversations?
What systems or expectations failed—or never existed in the first place?
Don’t waste the pain. Mine it for gold. There’s always something to learn from a transition, especially if we’re willing to ask the right questions.
4. Own Your Role and Lead the Shift
It’s tempting to assign blame or assume it was just a “bad fit.” But effective leaders start with this mindset: “This starts with me.”
Your team doesn’t need finger-pointing. They need someone willing to reflect, recalibrate, and model growth. When a leader takes responsibility and turns challenges into change, they don’t just lead the team—they inspire it.
Questions Worth Asking
What did we learn from this person’s departure?
Were there red flags we missed—or ignored?
What part of our hiring, onboarding, or accountability process needs attention?
How can we build a culture of courageous communication moving forward?
Final Thought
Every exit leaves behind an echo. If we listen closely, it tells us what to fix. Sometimes, the most important feedback doesn’t come during a quarterly review—it comes when someone leaves the room. Are we listening?
David A. Specht Jr. is the publisher of BIZ Magazine and president of Specht Newspapers, Inc.