End of the month, Friday afternoon. I’m conducting an IT recruitment interview when suddenly I see a message drop into my inbox from a key team member: “I am resigning.” I think, “damn…” The person, whom I greatly value, well-compensated, fitting in well with the team, and importantly, fulfilling their responsibilities, has decided to leave. After the meeting, I immediately make a phone call. Among several reasons Wojtek decided to leave, I hear, “I told my manager that it would be good to have a meeting to get some feedback on my work. Nothing was done about it.” Now we have a problem.

What is really interesting, during the aforementioned recruitment interview, the candidate asked about our organizational culture in terms of communication with employees: “Do you have periodic meetings with employees so that I would know how my work is perceived by the manager?” It’s funny how life can present both a problem and its solution at the same moment. Always too late.

This situation forced me to reflect on something that seems so obvious yet is frequently neglected. Regularly providing feedback to employees. We often focus on results, deadlines, and strategic goals, forgetting about a fundamental human need, the need to be seen and heard. Indeed, this forms the cornerstone of engagement at work.

When Procedures Replace Conversation

In many organizations, there are employee assessment systems. We have annual summaries, quarterly reviews, KPI forms, competency matrices, and thousands of other HR tools. Paradoxically, the more developed systems, the more they become an excuse to avoid genuine conversation. “We have a scheduled annual review in two months,” a manager might say, putting off what should be an everyday practice.

Have you ever wondered how an employee feels who goes 364 days a year not knowing if what they are doing is appreciated? Whether they are heading in the right direction? Whether their efforts are even noticed? And then comes that one day when suddenly, they learn everything all at once.

Formal assessment systems will never replace regular, personal conversations. Feedback requires context, nuances, and empathy, which can’t be captured in tables and forms. It also requires something that has become a scarce resource in today’s business world. Time and attention.

Under the Pressure of Results

I understand perfectly why this happens. I have caught myself postponing team discussions to a “better moment” amidst the daily challenges. When a company is growing rapidly, fighting for survival, or undertaking key projects, it’s easy to fall into the trap of seeing employees solely through the lens of their input in achieving current objectives. You lose sight of their needs, aspirations, doubts. All that makes up their professional happiness.

The pressure of results makes us focus on the macro, forgetting about the micro. We look at charts and dashboards, not people. Yet, behind every completed project, every misguided decision, every success or failure, there are real people with real stories. People who need to know that their work matters.

Wojtek’s story is like a cold shower. It reminds us that a lack of feedback can lead to feelings of isolation and demotivation. Even the best employees, those we consider independent and not needing supervision, require confirmation that they are on the right path. They need dialogue, not monologue. They need a leader who is with them, not just above them.

Signals We Failed to Read

Now, with the benefit of hindsight, I see that there probably were warning signals. Maybe responses to emails were shorter than usual? Maybe there was less initiative shown in team meetings? Maybe there were subtle hints about the need to talk that got ignored in the rush of “more important” matters? As leaders, we have an obligation to pick up on these subtle signs before they turn into resignations.

Monitoring a team is not about spying. It’s about showing active interest in the people we work with. It requires the ability to observe, to listen actively, and to adapt communication styles to different personality types. Some will tell you outright what they need. Others will never say it. These are often the greatest challenges for a leader.

Have you ever considered how many talents your organization has lost not because the competition offered more money, but because someone simply felt invisible?

Feedback as an Investment, Not a Cost

The time spent in conversations with the team isn’t lost. It’s one of the best investments we can make as leaders. Regular, honest, and constructive conversations build trust, increase engagement, and allow issues to be addressed before they escalate into crises. They are the foundation of an organizational culture where people feel safe and valued.

Remember, losing talent is not just about the cost of recruiting a new employee. It’s also about the loss of knowledge, client relationships, team momentum. It’s about breaking the social fabric that builds a company. And all these could be prevented if only we found the time for a sincere dialogue.

In Wojtek’s case, we lost a great specialist, but we gained a valuable lesson. Now the question is what will we do with it?

Conclusions That Demand Action

Instead of another corporate procedure, we need an authentic change in how we communicate with the team. Here’s what you can implement immediately from my painful lesson:

First, weekly short one-on-one meetings with each team member. 15-30 minutes of genuine conversation can work wonders. It’s not about control, but genuine interest. “What have you achieved this week? What are you struggling with? How can I help?” Simple questions that build a bridge of trust.

Second, a culture of immediate feedback, both positive and constructive. Why wait for a formal review to praise? Why postpone a difficult conversation about areas for improvement? The sooner, the better for everyone involved.

Third, tuning into the unspoken, because often the most important signals are those that aren’t verbalized. A drop in energy, a change in interactions, minor comments. All these can be a window into a world where someone is already thinking about changing jobs. Just catch these signals and ask: “How are you feeling?”, “Is everything okay with you?”

Wojtek’s story is painfully instructive. The candidate, who during recruitment asked about the feedback culture, likely had experiences similar to those that led Wojtek to decide to leave. It’s like a historical wheel that will keep turning until someone decides to stop it.

And maybe that’s what leadership is all about? The courage to break the vicious cycle, even if it requires admitting your own oversights. Creating an environment where people don’t have to resign in order to be heard. Where feedback is not a formality, but the foundation of relationships and growth.

Because ultimately, isn’t that what business is all about? About people, their potential, and the relationships they build together?