One morning, while reviewing his team roster, he sighed.
“Another resignation,” he muttered. His brightest millennial engineer, Afiq, had just accepted a role in another department. This wasn’t the first time it had happened. To Salman, it felt like he was always starting over.
But instead of complaining, Salman decided to step back and reflect. He recalled a workshop he had attended where someone quoted Zig Ziglar: “Would it be better not to train them, and they stay?” That thought struck him deeply. Maybe the problem wasn’t the team—it was how he approached leadership.
That evening, Salman read Gallup’s report, How Millennials Want to Work and Live. The words jumped out at him:
- Millennials want opportunities to learn and grow.
- They seek coaches, not bosses.
- They value purpose and flexibility.
- They often stay in jobs only three to five years.
“Ah,” Salman realized, “they’re not disloyal. They’re just looking for something different than what I’ve been giving.”
The next day, Salman changed his approach. Instead of only assigning tasks, he began weekly coaching sessions where each team member could share their challenges and ideas. He asked questions like, “What skills do you want to learn this month?” and “How can I help you grow into the role you dream of?”
He also started giving real-time feedback instead of waiting for the annual review. The younger engineers responded immediately—they felt heard, valued, and guided.
Most importantly, Salman began training his replacement. He chose Aida, a promising junior engineer, and gave her leadership responsibilities on a small project. He explained, “My job is not just to lead today, but to prepare you for tomorrow. One day, you’ll lead this team too.”
Months passed. Some millennials still left after three years, but now they left with gratitude, carrying Salman’s mentorship into their new roles. Others stayed longer, motivated by the culture of growth he built.
At first, Salman worried he would be forgotten when his “replacements” moved on. But slowly, he realized something powerful: his influence stretched far beyond his own team. Leaders he had trained were now shaping other departments, carrying forward his values.
One afternoon, Aida walked into his office and said with a smile,
“Boss, they’ve asked me to lead a new unit. I’m nervous, but I think I’m ready.”
Salman smiled back. “That’s the point, Aida. My job was never to keep you here forever. It was to prepare you for what’s next.”
And for the first time, Salman didn’t feel like he was losing. He felt like he was multiplying.
✨ Moral of the Story: True leadership is not about holding on to people, but about preparing them to thrive—even if that means moving on. Leaders like Salman succeed because they build others who are ready to replace them.
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