---
title: "Employees Join Companies but Leave Middle Managers"
description: "If your company is experiencing high employee turnover, the problem likely lies with your middle management. An experiment shows that over 80% of departed employees cite conflicts with their direct supervisors as the real reason, not the stated personal or family reasons."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-07-05"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/employees-join-companies-but-leave-middle-managers-f2800670/"
markdown: "https://xinjignxiao.com/en/articles/employees-join-companies-but-leave-middle-managers-f2800670.md"
original_source: "https://mp.weixin.qq.com/s/y8PfLzfGhGw0daAe9HNQ6A"
translation: "https://xinjignxiao.com/zh/articles/%E5%91%98%E5%B7%A5%E5%9B%A0%E5%85%AC%E5%8F%B8%E8%80%8C%E5%8A%A0%E5%85%A5-%E5%8D%B4%E5%9B%A0%E4%B8%AD%E5%B1%82%E7%AE%A1%E7%90%86%E8%80%8C%E7%A6%BB%E5%BC%80-f2800670.md"
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---

# Employees Join Companies but Leave Middle Managers

> If your company is experiencing high employee turnover, the problem likely lies with your middle management. An experiment shows that over 80% of departed employees cite conflicts with their direct supervisors as the real reason, not the stated personal or family reasons.

If your company is experiencing high employee turnover, **the problem definitely lies with your managers, specifically your middle management.**

If you don't believe it, try an experiment: call some of the better employees who left more than three months ago. As a friend, sincerely ask them: "What was the real reason you left the company?" You'll be surprised to find that over 80% will tell you: "Boss, now I can tell you. The real reason I left wasn't the family or personal reasons on my resignation letter. Those were just excuses. The real reason was that I couldn't get along with my direct supervisor—either he didn't like me, or I didn't like him."

**There are plenty of swift horses, but not every one meets a Bole.**

In management, 70% of star employees are driven away by mediocre managers. So the biggest factor determining whether someone achieves excellence is their direct supervisor. There's a basic effect called the "Manager Effect" for achieving peak performance.

**Three basic factors for someone to achieve results:**

**First, strengths.**
He must have corresponding strengths. He needs to have an advantage in a certain area—this is called talent. We'll elaborate later; it's a concept for identifying and selecting talent. Whether someone achieves excellence is related to their talent. An ugly duckling can become a swan, but only if it's a swan egg; a duck egg can never hatch a swan. So he must first be a good seed.

**Second, fit.**
His strengths must match his job. That is, his strengths and talents should align with job requirements. Asking Yao Ming, who is over 2 meters tall, to do gymnastics would never lead to success.

**Third, an excellent superior.**
An excellent superior manager acts like a catalyst—not the internal cause, but an important driving force.

Athletes are the same: besides talent and fit, they need an excellent coach to discover and develop them.

**So we see:**
- Behind every excellent athlete is an excellent coach;
- Behind every excellent actor is an excellent agent team;
- Behind every excellent team is an excellent coach;
- Behind every successful man is a great woman;
- Behind every excellent child is a great mother...

So an excellent superior leader is an important driving factor, which is why we call him a "catalyst."

The greatest impact on an individual or a team often comes from the direct supervisor. He is the decisive factor in the organizational environment and cultural core; he is the most critical influence on team morale and employee engagement. Changing a department head can lead to completely different results—the same employees might achieve vastly different outcomes.

The Chinese men's football team is a classic example. For generations, they tried for years but never made it to the World Cup. Then they changed the coach to Milutinović, who said one thing: "Happy football, attitude decides everything." He simply adjusted the players' state, atmosphere, and environment, and it brought different results.

In companies, employees often raise various opinions during work: "Our tasks are too heavy, we have too much overtime, the subsidies aren't enough, why do we have to do it this way..." There will be many issues. At such times, who can handle them first?—It's the employees' direct supervisor. One word from him can solve all problems. If the leader fails to handle the issue promptly, the team's morale, capability, and combat effectiveness will decline rapidly.

In teamwork, there are also frictions between people. Who can resolve conflicts first?

When employees have emotions and complaints, who can guide them first?

When employees have opinions, who do they first tell?

When employees have good improvement suggestions, who do they first tell?

When employees make mistakes, who can discover and handle them first?

When employees have mindset issues, who can adjust them in time?

When employees violate rules, who can discover and stop them first?

**—It's the middle management!**

The boss is always the last to know bad news. By the time something reaches the boss, it's often already a mess and hard to resolve.

So once we understand this, we realize that in organizational management, middle management is a key core link. The core of leading the organization, managing, and leading the team comes from the core middle management team. This is the key point of management.

**The camp is iron, but soldiers come and go.**

If the middle management team is good, the whole team can be built up. If middle management has problems, just adjusting employees won't have much effect. A good middle manager can leverage employees' strengths, provide a matching environment, and act as a catalyst to promote employees' value. That's what a good, excellent middle manager does. Similarly, when an employee consistently achieves good results, we should know that behind him is a good superior, a good leader who silently contributes.

**Middle management determines life and death!**

**Middle management is key!**

**Middle management is the backbone of the organization!**

**Middle management is the foundation for organizational growth!**

Every entrepreneur who wants rapid growth must attach great importance to cultivating the middle management team and treat it as the core task of management. Otherwise, the company cannot sustain operations or achieve lasting success!

**At the request of many distributor friends, the third B-end e-commerce inspection class of this public platform will visit Wanshang Yizhan, Yunbao Shangmeng, and Weijie Chengpei from July 9-12. Distributor friends interested in transformation can join us for on-site inspections:**

**Organization format**
1. Company visit
2. Actual market case visit
3. On-site explanation
4. One-on-one communication

Participating distributor friends only need to pay a registration fee of 200 yuan. Time: July 9-12, 2016. Location: Changsha, Xiamen.

**Interested distributor friends can register by long-pressing the QR code below.**

**When adding friends, please reply "Third Registration".**

**Previous inspection enterprise cases:**

**Yishang Logistics Model Inspection**
(Second B-end e-commerce inspection group Yishang Logistics)

**Caiba Model Inspection**

**Jinhuobao Model Inspection**

**Beiquan Model On-site Inspection**

**Piduoduo Model On-site Inspection**

-END-

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