Why does a manager decide to leave?

I deliberately placed this article in the “Current Affairs” category because we are increasingly witnessing the phenomenon of managers leaving their positions.

The typical hindsight remark from the entrepreneur is along the lines of “Good thing he left.” However, this is almost always followed by a noticeable slowdown in the company’s performance.

This reasoning, of course, applies exclusively to talented managers; I’ve known far too many incompetent ones, placed in positions of responsibility due to recommendations, family connections, or reasons entirely unrelated to the actual skills required.

Here, however, I would like to focus on authentic managers—those rare professional figures characterized by a unique combination of qualities that make them essential points of reference not only for company ownership, but above all for the employees who follow their guidance on a daily basis. I’m referring to those professionals who possess cross-functional skills, analytical ability, and a natural charisma that allows them to propose and implement ideas with the enthusiastic support of their team.

If they possess all these qualities and enjoy such strong support, why do they leave the company?

When we talk about professionals of this caliber, the motivation is rarely financial. In fact, compensation is usually the least of their concerns. Almost always, the decision to leave stems from a rupture with the entrepreneur.

Dear entrepreneurs, let’s be honest: you didn’t build your success solely and exclusively on your personal talent. To a large extent, the fortune of your company is determined by the operational structure that supports you and that is managed daily by directors, managers, and employees. They are the true engine of your business. Consequently, the respect you expect from your collaborators should be returned in an even more meaningful way—and I’m not necessarily referring to financial rewards, but rather to the way you interact with them: with respect and appreciation.

Why does the rupture happen?

The rupture often arises because many entrepreneurs, as soon as they begin to achieve significant financial results, fall into the trap of omnipotence. Money unfortunately has this side effect on fragile minds, quickly turning them into arrogant, cynical, unempathetic individuals, detached from reality. They easily forget their origins and lose respect for those who, with competence and professionalism, contributed to their success. In short, they feel invincible and superior to everyone.
This concept amusingly reminds me of the film Il Marchese del Grillo, where in one scene, an exceptional Alberto Sordi says:

“Because I am who I am, and you are f@*k all.”

However, when a manager leaves the company, it’s interesting to observe how often the entrepreneur feels the need to justify themselves to the remaining team, seeking approval with phrases like: “Good riddance” or “It’s better this way.” A statement that may elicit some timid agreement from sycophants—let’s avoid using a more resounding term, though we all understand what’s meant—but one that, deep down, finds no genuine approval from anyone.

What’s really needed is a bit of healthy self-criticism. One should seriously ask: if he was so good, why did he leave? Opening a dialogue, trying to understand the real reasons behind his decision, and working together to resolve the issues would be the most mature and intelligent way to handle these delicate situations.

The biggest mistake, in fact, is believing that everyone is useful but no one is indispensable—especially in the managerial field. A valuable manager often has a long and complex background, built through hands-on experience and a deep understanding of corporate dynamics—sometimes even greater than that of the company’s ownership. Replacing technical skills alone is not enough to restore the same value: a great manager brings with them unique human and personal qualities, often innate.

Just as a bass singer, no matter how talented, will never reach the high notes of a tenor like Juan Diego Flórez, likewise, someone who is not born with certain qualities will hardly become a good leader.
These innate qualities are a form of wealth that cannot be acquired solely through work experience—they are born with the person themselves.

The best managers are those capable of thinking outside the box. If you ask the same question to a hundred people, the talented manager will undoubtedly respond differently, introducing innovative perspectives that others didn’t even manage to grasp.

A question that should be rhetorical, but in reality isn’t…

I leave you with a question that should be rhetorical, but often isn’t: do you truly believe you can bring out the best in an employee by issuing orders with arrogance, or might it be more effective to engage in open discussion, explaining the reasoning behind your decisions and being receptive to dialogue—even critical, but constructive?

If a manager is reduced to a mere executor of orders, their presence becomes completely useless. An internal memo would be enough. But in structured companies, the role of the manager is crucial precisely because they are the one who deeply understands the company, analyzes data and business challenges, and should be directly involved in strategic decisions.

I have always firmly believed in the data-driven approach: data collected methodically and professionally is a goldmine for identifying critical issues and applying concrete, targeted solutions. A company shouldn’t be steered blindly like a small boat—it requires the precision and responsibility needed to navigate a cruise ship.

Conclusion

A company that aspires to thrive must truly value its human resources. Great managers are not retained with a paycheck or with occasional empty praise, but through genuine respect, involvement in decision-making, and a work environment that is open to dialogue, receptive to new ideas, and intellectually stimulating.
If you fail to understand this fundamental principle (which is, incidentally, cited in numerous works on organizational psychology), you will continue to lose your most valuable people and surround yourself with sycophants incapable of applying critical thinking—making your company’s success increasingly precarious and unstable.

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