Before They Resign : What Emotionally Intelligent Managers Do to Keep Their Best People
Language: English
Published by Marc Joseph House Publishing, 2026
- Softcover
- New
Seller: AHA-BUCH GmbH, Einbeck, GermanyAHA-BUCH GmbH
AbeBooks seller since August 14, 2006
Condition: New
£ 22.77
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Add to basketItem description from seller
Seller Inventory # 9798995497813
- Title
- Before They Resign : What Emotionally Intelligent Managers Do to Keep Their Best People
- Author
- Adrienne Clay
- Publisher
- Marc Joseph House Publishing
- Publication year
- 2026
- Condition
- Neu
- Binding
- Taschenbuch
- Language
- English
- ISBN 13
- 9798995497813
- Item weight
- 343 grams
- Dimensions
- 229x152x13 mm
Your best people are already deciding whether to stay. Most managers never see it coming.
Not because the signs weren't there. Because nobody taught them how to read them.
Before They Resign: What Emotionally Intelligent Managers Do to Keep Their Best People is the retention playbook for the frontline and middle manager — the leader who got promoted because they were great at the work and now finds themselves responsible for a group of human beings whose private calculations, quiet frustrations, and carefully managed exits they can barely see.
This is not a book about HR programs, ping pong tables, or counteroffers scrambled together on a Thursday afternoon. It is about the daily interactions, the conversations you keep avoiding, and the moments of genuine attention that make someone decide this place is still worth their best.
Research tells us that managers account for 70% of the variance in team engagement. That 89% of managers believe their employees are thriving — while only 24% of employees agree. That 42% of all turnover is preventable. The gap between what managers believe is happening on their teams and what their people are actually experiencing is not a small one. This book closes it.
Across fourteen chapters, you will learn:
- Why the metrics you rely on most are lying to you — and what to read instead
- The five warning signals that appear months before a resignation letter
- How to have the growth conversation before someone else does
- Why paying people well is never enough — and what actually makes them stay
- How to read the second conversation your team is having in body language, energy, and silence
- The retention diagnostic, the 90-day sprint, and the forward exit interview that replace reactive scrambling with a system
- And in the final chapter — a private, confidential self-reflection guide that asks the harder questions only you can answer
Retention isn't a program. It's what happens when people feel seen, valued, challenged, and cared for — day after day, one conversation at a time.
You are the experience. This book is about becoming the kind of experience people choose to stay for.
Be the reason they stay.
"Synopsis" may belong to another edition of this title.
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