As part of a series of four occasions in which your firm is most apt to lose employees, I’d like to present Part II.Tipping Point 2 of 4: Change in Management/Ownership

Getting a new boss is not an automatic turnoff for most employees.  As any new manager knows, s/he enters a period of evaluation upon assuming that new office — ascertaining the strengths and weaknesses of the inherited team and deciding how best to position the same team for future challenges.

At the same time, your new employees are evaluating you as the manager: What is the new manager’s leadership style?  How does s/he communicate?  What can I learn from this person?  Do we have good personal chemistry?  Do I trust this person? Does s/he care about what I want to achieve in my career?

If there has been a recent acquisition, the process of evaluation by acquired employees is much the same, but the questions are on a grander scale, and not about a specific work relationship:  What does this change mean to me?  How will my day-to-day role/career path be affected? What changes in corporate culture can I expect, and can I (or do I want to) adapt?

All of these questions take time to answer.  Universally, I have seen that employees give themselves a one-year deadline to form opinions/answers to these introspective questions.  There is something magical about 365 days!  Many consultants predetermine this period for evaluating their new situation, and they stick to it.  On that first anniversary of the new boss’ tenure or the acquisition agreement, consultants know the answer to the question, “Should I Stay or Should I Go?”

For some, the milestone marks the beginning of their next job search.

The lyrics aren’t relevant, but I am tickled at being able to incorporate the title of a rock song into a piece of business-related writing, so please enjoy this flashback…