How to Quit Your Job
I sent an email out to ALL at Return Path a few years ago with that as the subject line. A couple people suggested it would make a good blog post in and of itself. So here’s the full text of it:
This may be one of the weirdest emails you’ll see me (or any CEO write)…but it’s an important message that I want to make sure everyone hears consistently. If nothing else, the subject line will probably generate a high open rate. 🙂
First off, I hope no one here wants to leave Return Path. I am realistic enough to know that’s not possible, but as you know, employee engagement, retention, and growth & development are incredibly important to us.
But alas, there will be times when for whatever reason, some of you may decide it’s time to move on. I have always maintained that there’s more than a Right Way and a Wrong Way to leave a job. For me, there’s a Return Path Way.
I suppose the Right Way is the standard out there in the world of two weeks’ notice and an orderly documentation and transition of responsibilities. The Wrong Way is anything less.
So what’s the Return Path Way?
It starts with open dialog. If you are contemplating looking around for something else, you should let someone know at the thinking stage. Ideally that would be your manager, but if you’re not comfortable starting the conversation there, find someone else — your department head, someone in HR, me. Let someone who is in a position to do something about it know that you’re considering other options and why. The worst thing that will happen is that the company isn’t able to come up with a solution to whatever issues you have. I PROMISE you that no one here in any management position will ever think less of you or treat you differently or serve up any kind of retribution for this kind of conversation.
After the open dialog and any next steps that come out of it, if you are still convinced that leaving is the right thing for you, tell your manager and whoever you spoke to at the beginning of your search process, not at the end of it. That hopefully gives the company enough lead time to find a replacement and provide for enough overlap between you and the new hire so that you can train your replacement and hand things off.
Why do we feel so strongly about this?
We invest heavily in our people. I know we’re not perfect — no company is — but we do our best to take good care with everyone who works here. Hopefully you know that. And hiring great people is difficult, as you also know. Losing a well trained employee is VERY PAINFUL for the company. It slows our momentum and causes at least a minor level of chaos in the system. And as shareholders or future shareholders (even if you leave – you can exercise your vested stock options), I’d hope that’s something none of you want to do.
I realize the Return Path Way that I am outlining here is unconventional (and potentially uncomfortable). But Return Path is an unconventional place to work in a lot of ways.
As I said up front, I hope none of you wants to leave…but if you do, please take this request and advice to heart.
Now…I sent this out when the company was a lot smaller, when losing a single employee was losing a real percentage of our workforce! But I stand by every word in the email, even at a larger size. This kind of dialog is, as I note in the email, both unconventional and uncomfortable. But just as one of my management mantras here is “no one should ever be surprised to be fired,” another is “we should never be surprised when someone resigns.” Ultimately, it’s up to each individual manager to set the right tone with his or her team, and also be in tune enough with each of his or her team members, to foster this.