Look, turnover is normal.
But it also feels bad.
Let’s just say it—if you have any rejection or abandonment wounds hanging out in your system (even ones that trace back to your favorite summer babysitter who left for college and never came back), then yeah—when a good employee leaves, it’s going to sting.
So let’s unpack that.
Because leading and managing in a constant state of fear—fear of people leaving, fear of change, fear of evolution—will wreak havoc on you, your nervous system, and your business. And it’ll likely send people packing who might have stayed, for you.
Mistake #1: You’re afraid they’ll leave, so you push them out first.
I’ve seen this so many times. The boss-employee relationship is singing. Everything’s flowing. Trust, results, good energy. And then the boss gets scared.
They start waiting for the other shoe to drop. They believe it can’t possibly stay this good. They’re afraid to just enjoy it, build on it, grow with it.
So they change.
They cycle their attention. They pull away. They create friction. It starts subtly. Then it’s blatant. They force a reason to be mad, to distance themselves—because controlling the hurt feels safer than being surprised by it.
It’s a tragedy. But I can’t fix that part for you.
I can only bring it to your awareness. Because if you haven’t dealt with your own emotional patterns (yes, I mean therapy), you will stall—and you’ll stall everyone around you too.
”Controlling the hurt feels safer than being surprised by it.”
Mistake #2: You miss the signs of natural evolution.
Sometimes, relationships turn not because something went wrong, but because the employee is moving into a new season of life. Maybe their personal circumstances have shifted. Maybe they’ve hit milestones in their personal plan. Maybe they’ve outgrown a version of themselves or are processing new hardship or growth.
Something is changing.
That doesn’t always mean turnover. But it does mean the relationship needs attention. If this is someone worth investing in (they are—because of course you used Hiring, Simplified to find them), then check in. Adapt. Recalibrate.
Could their role evolve? Could their responsibilities shift to meet their new energy? Could your leadership respond instead of react?
Does it make you feel like you’re less in control if you have to adapt to the changes in employees? Probably.
Does that matter? Not if you care about people more than your own ego.
This is where the threads of being human and being a smart business owner intersect. There’s more than upside you’re managing here—there’s significant opportunity cost.
Replacing a valuable, known person—just because you don’t want to be flexible—can cost more than you think. Rigidity can starve a growing business. Don’t dismiss change just because it’s inconvenient.
Being a business owner doesn’t mean being an all-powerful magic wand waver. It means you’re leading a living, breathing, ecosystem.
”This is where the threads of being human and being a smart business owner intersect.”
Now, let’s zoom out.
This is your business. You signed up for the full ride. But others? They may just be passing through on their way to the next thing.
And that’s okay.
Think about your business like an energetic field. It’s always emitting a frequency—and the right people will align with it when it’s time. Their exit doesn’t mean failure. It means the frequency match is complete.
That means both the business and the person have evolved. That is a win. The catch is that you have to evolve too.
If your business is growing—and attracting brilliant, high-value people—but you don’t grow at the same pace? You’ll start poisoning the system. You’ll lose great people for the wrong reasons.
And that’s when it’s time to Align Your Business.
Take a look at your org chart. Your leadership style. Your strategy.
Is it keeping up with the business you actually have today?
Running a business is about flow.
Sometimes you’re fueling it.
Sometimes you’re killing it.
So why is turnover a paradox?
Because it’s absurd to look at something that was once incredible and celebrate the ending. But it’s also the truth. Turnover signals growth. It reminds you that nothing stays fixed. That’s not a problem—it’s the point.
Just make sure it’s not fear, insecurity, or avoidance writing your story. And don’t buy into the books of the people who did and then made “rules” about it. This is your story. You’ve come too far for that.
Lauren Michele Fields 
Leave a comment