We’re in the midst of what analysts and writers are referring to as The Great Resignation, Migration, Shuffle, Reset, Contemplation, whatever. It has caused a lot of panic and uncertainty about what we do next. Personally, it’s caused me to reflect on the times in my life when I decided to change directions. One of those times sticks out.

I started my career at Ford Motor Company, doing program management. Ours was the group that coordinated with all of the other groups to make sure that everyone played nice and an SUV actually got created. If you have ever owned a 2007 Ford Escape, you’re welcome.

I really liked my job. So I was surprised when the chief engineer, Kumar, came to my desk one day and struck up a conversation that went something like this:

Kumar: “Do you plan on making a career out of Ford?”
Me: “I don’t know. I like it but I don’t know.”
Kumar: “When I was at the same place in my career, I didn’t know either.
Then someone gave me more opportunities, and here I am. Chief
Engineer.”
Me: “Interesting.”
Kumar: “This is my way of telling you that you’re on the same path. So if
you don’t want a career at Ford, now is the time to leave. We’re going to
offer you more opportunities and more money; and soon, it’ll be too
painful to leave. Get out now if you’re going to.”

Within 3 months, I was happily running a research project for the University of Michigan, which changed the course of my career.

As the people people in the organizations we serve, there are lots of things we need to be concerned about right now. Key roles in the org may be vacant; we may be losing critical skills we don’t want to lose; and it’s probably incredibly disruptive to offboard, and subsequently onboard, so many employees.

But in the panic, we need to remember the people. Employees are trying to be their best selves, and some have likely realized that their best selves can be realized better in a different org.

And while we’re seeing record numbers right now, the average time in companies has been decreasing for years. Maybe, it’s time to rethink how HR does its job. Maybe, we need to get better at things like upskilling and onboarding quickly. Maybe, we should be providing more opportunities for growth and development through mobility. Maybe, we should be in the business of helping employees and our orgs get the best out of each other while we’re together. Maybe, retention isn’t the right metric, or at least, not the only metric.

I’m sure my leaving Ford was disruptive, but not disastrous. They figured it out. And the fact that Kumar went against his own best interest to have a frank discussion with me about what I wanted, and encouraged me to make the best decision for my future will keep me a Ford fan for life. That and the Cobra Mustang.