It's not trite and I wish people didn't need to feel like apologizing for it.
This has been central to my life the last several years, this culture and person-fit issue. I've seen it play out with friends and family and it's surprising to me it isn't recognized as such. A close friend went from almost literally rockstar status at one place, and moved for reasons that had nothing to do with him or where he was at. He completely fell apart performance-wise at the new place because he didn't fit in to the same extent, went back, and now is doing great again. I don't think the new place was bad, or him, it was just this poor person-culture fit issue.
My spouse was somewhere she was treated like dirt, never quite welcomed into the team (she wasn't the only one, but it was the case nevertheless), and then treated her like a failing employee when she wasn't acting the way they wanted her to (however that was). She left, and now is bringing in more money for the new company than any other employee, in large part in my opinion just because they actually let her be part of the team (this second place is actually a much larger company).
The experience of being siloed is awful, and even if you are intrinsically motivated, can be completely demotivating, because if it's bad enough, it leads to this feeling of complete loss of control where you're at. There's also all these little things that even if you're super competent, you might need help with, just as a function of being a human being as part of a larger organization.
I could go on with stories like this, but suffice to say I think in a lot of places management often doesn't look inward enough. I think the churn continues because for whatever reason the culture change is more painful for them to contemplate and implement than whatever losses are incurred by high turnover in a given position. The last place I was at had entire key units just resign completely together en masse, and the response after they left was "well I guess we're not good at [key function] so we'll just go on without that." In an important sense they had to narrow the scope of what they offer because of culture problems.
And yet we end up having these discussions of displaced employees not being "intrinsically motivated" enough, as if that happens in a vacuum.
This has been central to my life the last several years, this culture and person-fit issue. I've seen it play out with friends and family and it's surprising to me it isn't recognized as such. A close friend went from almost literally rockstar status at one place, and moved for reasons that had nothing to do with him or where he was at. He completely fell apart performance-wise at the new place because he didn't fit in to the same extent, went back, and now is doing great again. I don't think the new place was bad, or him, it was just this poor person-culture fit issue.
My spouse was somewhere she was treated like dirt, never quite welcomed into the team (she wasn't the only one, but it was the case nevertheless), and then treated her like a failing employee when she wasn't acting the way they wanted her to (however that was). She left, and now is bringing in more money for the new company than any other employee, in large part in my opinion just because they actually let her be part of the team (this second place is actually a much larger company).
The experience of being siloed is awful, and even if you are intrinsically motivated, can be completely demotivating, because if it's bad enough, it leads to this feeling of complete loss of control where you're at. There's also all these little things that even if you're super competent, you might need help with, just as a function of being a human being as part of a larger organization.
I could go on with stories like this, but suffice to say I think in a lot of places management often doesn't look inward enough. I think the churn continues because for whatever reason the culture change is more painful for them to contemplate and implement than whatever losses are incurred by high turnover in a given position. The last place I was at had entire key units just resign completely together en masse, and the response after they left was "well I guess we're not good at [key function] so we'll just go on without that." In an important sense they had to narrow the scope of what they offer because of culture problems.
And yet we end up having these discussions of displaced employees not being "intrinsically motivated" enough, as if that happens in a vacuum.