The great resignation. Reputation, complexity, talent recognition.

From supervisors on the factory floor to department middle managers to senior executives in the corner office, leaders who work diligently to increase a sense of belonging and respect, remove bias, follow fair hiring and retention practices, and establish safe spaces for employees of all races, ethnicities, genders and abilities will find that workers don’t want to leave. In fact, companies that earn a reputation for being a place where everyone is seen, heard and valued may not have to worry about the Great Resignation — whether that’s in the coming months or long after the COVID-19 pandemic is behind us.

Focusing on how managers relate to their teams and how the organization creates career plans and practices development is essential. But ultimately, it’s about treating people as complex individuals.

The use of office buildings will change as they become cultural touchstones and meetings places for recruiting, meeting customers, and holding bootcamps to facilitate interpersonal exchange. This new way of organizing work requires a different leadership style and also demands new skills from workers. Self leadership will gradually replace leadership through leaders and control. Workers who are able, willing, and motivated to take on responsibility will thrive and enable greater agility in their organizations. Managing the transition to this new way of functioning organizations requires two measures: Selecting the right talents and socialising them in the right way.