As leaders, it’s natural to feel a twinge of concern when a talented team member decides to spread their wings and pursue new opportunities. However, as leaders in the public service part of our job should be to encourage just that – growth not only in our respective departments and agencies, but broadly in the federal public service as well. If we’re unable to continue to support that growth, we need to then shift our perspectives and recognize that it’s not only okay but also incredibly valuable to have employees leave our teams and keep growing as leaders in their own right.

Here are just a few reasons why:

1️⃣ By nurturing employee skills, fostering a culture of continuous learning, and providing development opportunities, we empower them to thrive. When they decide to move on, it’s a testament to their growth and our role as catalysts for their success.

2️⃣ When team members leave, they become ambassadors of our organization in their new ventures. Their positive experiences and the growth they achieved while working with us become a testament to our organization’s ability to develop talent, attracting others in the process.

3️⃣ Each departing employee takes with them a wealth of knowledge and experiences gained during their time with our team. While it’s bittersweet to bid them farewell, their departure allows for fresh perspectives and new voices to join our ranks. It fosters a continuous cycle of knowledge exchange that fuels innovation and drives progress.

4️⃣ When employees leave, they often forge new connections and expand their professional networks. By maintaining positive relationships with departing team members, we open doors for collaborations, partnerships, and future opportunities. We become part of an extended network that can benefit both parties in the long run.

So, how can we as leaders embrace this natural process and support our employees’ growth without fear?

Create an environment that encourages curiosity, learning, and self-discovery. Provide opportunities for employees to explore different areas of interest and gain new skills, even if they may lead them beyond our team.

Act as a mentor and guide, helping employees navigate their career paths. Support them in setting goals, identifying strengths, and exploring their passions. By investing in their growth, we build a foundation of trust that lasts beyond their time on our team and invites future collaboration.

Remember, as leaders, our ultimate goal is to develop exceptional talent and empower individuals to reach their full potential. So, while it may be odd to support an employee’s departure, if we no longer can support that growth, then we need to encourage their growth elsewhere in the federal public service in lieu of them leaving. Retention and recruitment is something we collectively need to do in the federal public service if we want to continue to deliver the best services and policies to Canadians.