The "Open-Handed" Offer: Why I Tell New Hires They Can Leave
When I make a job offer, after we’ve discussed the salary, the benefits, and the expectations, I always end with a specific promise. I tell the candidate:
"We believe you are the right fit for this organization and this position. We want to grow you up so that you’ll want to stay—but if at any time you feel there is a better opportunity for you elsewhere, we will celebrate that with you."
To some leaders, this sounds risky. Why tell a new hire they can leave before they’ve even started? To me, it’s the most honest way to start a professional relationship.
Why the "Open-Handed" Approach Works
When you hold your team with an open hand rather than a clenched fist, several things happen:
Trust is Established Early: You are signaling that you care more about their career than your own convenience.
Performance Over Compliance: People stay because they want to be there and they are growing, not because they feel trapped by a paycheck.
Culture of Excellence: "A" players want to work for leaders who aren't intimidated by their potential.
Putting the Sentiment into Action
It’s one thing to say this during an interview; it’s another to live it out three years later. Here is how I move from the "Offer Statement" to a "Leadership Standard":
Be the First to Spot the Ceiling: If you see a team member is outgrowing their role, don’t wait for them to get frustrated. Bring it up first. Ask, "What’s the next level for you, and can we build that here?"
Back it with Resources: If I’ve promised to "grow them up," I have to provide the tools. This means investing in their certifications, books, or seminars. An investment in them is an investment in the organization’s current goals.
The "Celebration" Exit: If that "better opportunity" eventually comes from outside our walls, I keep my word. We don't treat a departure as a betrayal; we treat it as a graduation. We celebrate the impact they had while they were with us.
The Bottom Line
My goal is to create an environment so rich with growth and mentorship that they never want to leave. But if they do, I want them to leave as a better version of themselves than when they arrived.
Giving people the "wings to soar" isn't just a nice sentiment—it’s the hallmark of a leader who truly understands the value of human potential.
