As I looked at the 2025 Fortune Best Companies to Work For list, what stood out wasn’t perks or branding. It was how consistently employees described feeling supported, developed, and valued. At American Express, employees point to psychological safety, well-being, strong parental leave, and clear opportunities for skill development and advancement. Marriott International reflects a people-first culture where employees often stay for decades, supported by internal promotion and long-term career development. Fannie Mae’s flexible work model and transparent follow-up on employee surveys show how trust is built when feedback actually leads to action. Cisco’s emphasis on mental health, family support, and authenticity stood out to me personally, because when leaders show up as themselves, others feel safe to do the same (Great Place to Work, 2025).
What connects all of these companies is something I’ve seen play out firsthand. In First, Break All the Rules, the authors outline twelve questions that explain not only why employees stay engaged at work or decide to leave, but also why teams consistently outperform others (Buckingham & Coffman, 1999). Looking back, I can confidently say I answered “no” to most of those questions in a role I eventually left. Not because I was paid poorly, but because expectations were unclear, effort went unrecognized, development was unsupported, and I didn’t feel valued as a person. I was expected to lead my team towards ambitious goals, which we consistently met, but without the same level of support for myself as a leader, the personal cost of sustaining that performance was significant. That experience reinforced a central idea from the book: people don’t leave companies as much as they leave managers. Over time, that disengagement affected not only my mental health, but also the overall performance and effectiveness of the team when I made my inevitable exit.
That same idea is reinforced in the reading How Google Sold Its Engineers on Management. In the article, Chris Loux, Head of Global Enterprise Renewals, makes the point that “people don’t quit companies, they quit managers” (Garvin, 2013). The article also emphasizes that “employees don’t assess a manager’s intentions, values, or beliefs. Instead, they evaluate whether their manager consistently demonstrates effective behaviors in practice. There is very little room for grandstanding. Either those behaviors are present, or they aren’t” (Garvin, 2013). That resonated deeply with me because I’ve always led by example. I never asked my employees to do anything I wasn’t willing to do myself, and through that approach, my teams consistently exceeded performance and sales expectations.
Those experiences shaped the kind of manager I am and want to continue to be: one who focuses on development, recognition, individual communication needs, and holds myself to the same expectations I set for my team. One of the most challenging parts of being a manager is being expected to lead effectively while not being led the same way by the person you report to. Closing the loop matters here. Managers aren’t exempt from the same engagement principles just because they lead others. Managers are still employees as well, and they also need clarity, feedback, recognition, and support to stay engaged and meet their own performance metrics. When organizations recognize that and apply engagement principles at every level, not just in theory, but in practice, the payoff is significant. Managers are better equipped to lead, teams perform more effectively, and strong leaders are far more likely to stay.
HR practices like training, feedback, recognition, clear expectations, and development (that are supported through consistent action, not just intention) create a culture where performance, development, and retention all thrive together.
References
Buckingham, M. & Coffman, C. 2016. First, Break All the Rules: What the World’s Greatest Managers Do Differently. 2020 print edition (pages 7-39)
Great Place to Work. (2025) Fortune 100 Best Companies to Work For 2025. https://www.greatplacetowork.com/best-workplaces/100-best/2025
Garvin, D. A. (2013). How Google Sold Its Engineers on Management. Harvard Business Review, 91(12), 74-82
