Rethinking Retention - Why Employees Leave Work and What Business Leaders Must Do About It

Introduction

In June 2025, Ambassador Maryben Omollo—an internationally respected mental health and leadership coach, 17-time award-winning speaker, and founder of the Maryben Foundation—delivered a compelling message during a workplace culture event. With a global reach of over 50 million, Omollo has long championed the creation of resilient and inclusive workplaces across Africa. Her recent insights addressed a question that continues to puzzle many leaders: Why can’t we retain staff anymore—especially the younger generation? Her answer was both honest and transformative: the workplace has evolved, but leadership hasn’t kept pace.

The Retention Dilemma

During the event, a leader posed a question that resonated deeply with many in the room:

“Why can’t we retain staff anymore? Especially the younger ones—they come in, we train them, invest in them, and just when they start getting good… they leave.”

This frustration is common. Organisations invest heavily in:

1. Training programs
2. Onboarding processes
3. Mentorship and development

Yet, just as employees begin to show promise, they resign. The cycle repeats, leaving leaders disheartened and teams destabilised. But Omollo challenges the assumption that the problem lies with the employees. Instead, she suggests a more uncomfortable truth: perhaps the problem is that leadership hasn’t evolved to meet the needs of the modern workforce.

The Three Evolutions of Work

To understand the current retention crisis, Omollo outlines the three major shifts in the nature of work over time:

1. Work as Survival - In the past, people stayed in jobs because they had to. Employment was about survival. Job security was paramount, and fear of unemployment kept people loyal. Loyalty wasn’t necessarily earned—it was driven by necessity.
2. Work as Stability - As economies developed, work became more transactional. People sought stability—benefits, salaries, and promotions. If a job offered predictability and financial security, employees stayed. The relationship between employer and employee was based on mutual exchange, not emotional connection.
3. Work as Meaning and Mental Health - Today, the landscape has shifted dramatically. The modern workforce—especially younger generations—prioritises purpose, well-being, and alignment with personal values. They ask:
4. “Does this workplace reflect what I believe in?”
5. “Am I respected and valued here?”
6. “Can I grow here without sacrificing my mental health?”

If the answer is no, they leave—and they leave quickly.

Outdated Leadership in a New Era

Omollo argues that many leaders are still managing staff using outdated models rooted in control, compliance, and hierarchy. These models no longer resonate with employees who seek autonomy, purpose, and psychological safety. She emphasises that we cannot solve modern retention problems with outdated leadership thinking. To retain talent in today’s world, leaders must evolve alongside the workforce.

What Modern Employees Want

To build a workplace that attracts and retains top talent, Omollo outlines four key shifts leaders must embrace and:

1. Reward Initiative, Not Just Obedience - Employees want to be recognised for creativity, problem-solving, and innovation—not just for following rules. A culture that values initiative fosters engagement and loyalty.
2. Treat Mental Health as a Business Strategy - Mental health is no longer a personal issue—it’s a workplace imperative. Leaders must create environments where well-being is prioritised, not sidelined. This includes offering flexibility, psychological safety, and access to support.
3. Understand That People Leave Cultures, Not Just Companies - When employees resign, it’s often not the job they’re leaving—it’s the culture. Toxic environments, poor communication, and lack of recognition drive people away faster than any salary offer elsewhere.
4. Create Room for Growth Without Guilt - Employees want to grow, learn, and evolve. Leaders must support this growth without making people feel disloyal for wanting more. A culture that nurtures development retains talent longer.

The Emotional Core of Retention

Omollo distils the issue into a powerful truth:

“Retention is no longer about fear. It’s about how people feel in your care.”

Gone are the days when job security alone could keep someone in a role. Today, employees stay where they feel seen, supported, and safe. They stay where their contributions matter and their well-being is respected.

A Call to Reflect

For leaders, this shift requires deep introspection. Omollo encourages every leader to ask themselves:

1. Are we managing people the old way in a new era?
2. Are we listening to what our employees truly need?
3. Are we building cultures that people want to be part of—or just roles we want to fill?

The answers to these questions will determine not just retention rates, but the long-term health and success of the organisation.

Reflection

Ambassador Maryben Omollo’s insights offer a timely and necessary wake-up call for leaders across industries. The workforce has changed—and leadership must change with it. Retention is no longer about contracts and compliance. It’s about connection, culture, and care. In a world where employees have more choices than ever, organisations must compete not just on compensation, but on compassion. They must build environments where people don’t just work—they belong, thrive, and grow. The leaders who succeed in this new era will be those who understand that people are not just assets—they are human beings with values, dreams, and needs. And when those needs are met, loyalty follows.

Lesson to Learn

Retention is not about keeping people afraid to leave—it’s about giving them reasons to stay. Modern leadership requires empathy, adaptability, and a willingness to evolve. If you want to keep your best people, don’t just manage them—care for them.