On Metrics, Meaning, and the Real Reason People Stay

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Happy Wednesday!

Welcome to Leadership Unscripted. Each edition, we share 1 Case Study, 1 Framework, 1 Question. These are real moments and practical strategies for rethinking your approach to leadership.

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OK. Let’s dive in.

Tariq was proud of his team’s engagement scores.

As a department head in a biotech company, he regularly reviewed pulse surveys, encouraged managers to hold check-ins, and celebrated team wins publicly.

The data looked good. People said they felt “connected to the mission” and “respected by their colleagues.”

But something wasn’t adding up.

In the span of four months, two high performers left the company—and a third gave notice. Two declined their exit interviews, raising red flags, and one agreed to it. From the limited feedback received a clear message was received:  

"It’s a great place to work. I just wasn’t growing anymore."

That sentence nagged him.

Tariq started digging. In conversations with remaining team members and managers, a pattern emerged. They liked the company. They liked their manager. But they didn’t feel like their work was stretching them or providing growth opportunities..

They felt engaged—but not fulfilled.

Tariq started to carefully observe the work, the conversations, and the overall “vibe”. What he saw in his department was a lack of communication and conversations, with the team and their managers, at a deeper level. What he was not hearing were conversations focused on: In what ways are we helping you grow and develop? How might we create opportunities to stretch your skills and capabilities?” “What additional opportunities are you looking for from a career perspective?”

If this was happening in his department it may also be happening across the organization.

Tariq approached HR with an idea. Together they created and rolled out a new internal initiative focused on fulfillment as a leadership responsibility. Managers were trained and coached to explore career goals, personal and professional development, not just performance metrics. Individual Growth Plans were refreshed and rolled out. And career pathing became part of 1:1 and quarterly conversations —not just annual reviews.

The result? Engagement skyrocketed. Retention improved. Internal mobility spiked. And employees started saying things like: “I feel seen here—not just supported.”

Because engagement gets people to show up. Fulfillment is what gets them to stay.

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1 Framework

The Fulfillment Filter

If you’re only measuring engagement, you may be missing the deeper driver of retention and career growth, like Tariq. Use these prompts to layer fulfillment into your leadership conversations:

1. What’s something you want to get better at this year—and how can we support that?

2. Which parts of your job give you energy? Which parts drain you?

3. What kind of impact do you want to have in the next 6–12 months? 

4. What would make this role feel like a place you could grow—not just work?

You can include these questions in 1:1s, skip-level meetings, or your next round of check-ins.

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1 Question

Ask yourself 👉In what ways am I helping my direct reports and teams grow and develop in ways that feel personal and career-focused, not just productive?

More to Think About:

• Engagement says “I like working here.” Fulfillment says “This is where I’m meant to be right now.”

• You can love the company and still leave—if your growth stops.

• Managers who focus only on motivation miss the moment to unlock meaning.

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Let’s Keep the Conversation Going

What’s your approach to uncovering fulfillment on your team? Hit reply and share your strategy.

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Real Stories. Real Tools. Real Impact.

Forget the fluff. We’re that company, revealing behind-the-scenes leadership wins and strategies that actually work.

Because all it takes is one bold move to shatter barriers, inspire your team, and make your mark.