I was working in the corporate marketplace leading large, multi-layered, teams performing critical functions.  With my passion for developing people, and higher than normal expectations I was paralyzed when critical people chose to move on, or up, to further their careers.  

On one hand I was proud and supportive for their development and self-reliance, and didn’t want to restrict their opportunities for my selfish needs.  On the other hand, I had high expectations for meeting objectives that would be impacted.  Initially I was countering offers, or selling the benefits of staying to retain the individual but increasingly became overwhelmed with the leverage imbalance of the relationships.  A lot of people were indispensable to me, and they knew it!

My internal moral, and ethical, battle became too much to sustain. I had to find a solution to for supporting (and actively advocating) the personal growth of my staff while ensuring minimal disruption to the business operations when (not if) they moved on.  

It took years of trial and error to develop a system to do just that!  Along the way, I built a business that effectively supported both, a sustainable workforce AND eliminated my reliance on the indispensable people my leadership team and I helped to develop.  

In one year alone, I was able to absorb the departure and movement of 23 critical roles while achieving the highest employee satisfaction of my career!