“If you don’t know where you are going, any road will get you there.”
~ Lewis Carroll
In my role as an executive coach and consultant, I talk with a lot of leaders. They come from a wide variety of industries and geographies, from small companies to Fortune 100 firms. And by far, the single biggest theme I am hearing is perfectly summed up in this quote from a sales leader:
“Honestly, I really like the people I work with but the company itself has become the biggest obstacle to my own work. And I am just tired of it.”
It’s a conversation that I am having more and more with people like you. Leaders and employees alike are stuck in environments where execution is broken, and frustration is mounting.
It’s no wonder that the supporting workplace data is so damning:
- 75% of global employees are disengaged or actively disengaged, contributing to rising burnout and declining morale. (Gallup, 2024)
- Nearly 50% of workers worldwide report struggling with burnout, while only 2% of leaders feel their organizations can achieve 80% of their strategic goals. (BCG, 2024)
- Over half (56%) of managers are looking to leave their organizations (Gallup, 2024)
- 42% of employees don’t feel cared for by their organizations. (OC Tanner, 2024)
- The number 1 work-life trend for 2025 is employees’ pent-up resentment will boil over (Glassdoor, 2024)
If all of this sounds all too familiar, you are not alone.
And as a leader, you’re likely facing this moment of reckoning: Should I stay and try to fix this, or is it time to move on?
The truth is, this is not an easy decision. Staying can feel like fighting an uphill battle, while leaving can feel like giving up. I have faced this dilemma personally numerous times over the years.
But before you decide, ask yourself these five questions. They will reveal whether your organization is worth your energy – or if it’s time to move forward.
1. Is the vision clear and actionable?
Let’s start with the foundation: Does your organization know where it’s going? A clear and actionable vision is not just an inspirational statement on a PowerPoint slide. It’s a guiding framework that aligns strategy with execution, providing clarity for teams and leaders alike.
When a company’s vision is clear and actionable:
- Everyone understands their role in achieving it.
- Priorities are aligned, minimizing confusion and wasted effort.
- Execution becomes a matter of disciplined focus, not guesswork and “extra” effort.
But if the vision is vague, constantly changing, or disconnected from reality, it’s a recipe for chaos. Leaders and teams will spin their wheels on conflicting initiatives, creating frustration and burnout.
Stay if: The vision is clear, and you see alignment across the organization.
Go if: The vision is non-existent or purely aspirational, with no concrete plan to execute it.
2. Does leadership support execution, not just strategy?
Great strategy is meaningless without execution. This is where many organizations fall flat – leaders talk about big ideas but fail to ensure they’re carried out effectively.
Execution support looks like this:
- Leaders actively remove barriers and de-motivators for teams.
- Empowerment is prioritized, not just promised.
- Cross-functional alignment is championed by leadership.
In unhealthy organizations, leadership remains detached, obsessed with strategy while leaving execution to flounder. Initiatives stall, resources go unused and/or wasted, and teams lose confidence in leadership’s ability to follow through.
Stay if: Leaders are genuinely invested in ensuring the strategy translates into action.
Go if: Leaders are disengaged from execution, leaving teams to fend for themselves.
3. Can you influence what’s broken?
Here’s a hard truth: not all problems are solvable from your position. As a leader, you must assess whether you have the authority, resources, and allies to fix what’s broken in your organization.
Ask yourself:
- Do I have the influence to address the root causes of poor execution?
- Are there stakeholders willing to champion change with me?
- Is the leadership team open to constructive feedback and new approaches?
If the answer to these questions is “no,” then staying may leave you spinning your wheels in frustration. But if you see opportunities to make meaningful changes, you may be able to create a breakthrough.
Stay if: You have the ability and support to address the underlying issues.
Go if: Your influence is consistently ignored or undermined, and change feels impossible.
4. Is the culture conducive to action?
Execution doesn’t just depend on strategy; it thrives – and dies – on culture. A culture that values accountability, collaboration, and learning creates an environment where execution can flourish. Conversely, a culture of blame, siloes, and the fear of failure suffocates progress.
Key indicators of a healthy culture include:
- Open communication and constructive feedback.
- A willingness to take risks and learn from mistakes.
- A shared commitment to outcomes, not just individual wins.
If the culture is toxic, even the best strategies and intentions will be thwarted. And while culture can be influenced, it’s one of the hardest things to shift without senior leadership’s full commitment to addressing the very factors that create culture.
Stay if: The culture supports action and accountability, even if it needs some fine-tuning.
Go if: Toxic behaviors like finger-pointing and/or siloed thinking dominate the organization.
5. Do you still believe in the mission?
At the end of the day, this may be the most personal question. Leadership is hard work, and it takes passion and belief to sustain your energy. If you’ve lost connection to the company’s mission, staying can feel like an endless grind.
Ask yourself:
- Am I still excited about the company’s purpose?
- Do I see a future where I can thrive and contribute meaningfully?
- Does this work still align with my values and goals?
If the answer is yes, then there’s a reason to stay and fight for what matters. But if the mission no longer resonates, and your passion has faded, it may be time to move on.
Stay if: You believe in the mission and want to be part of its success.
Go if: The mission no longer aligns with your personal values and aspirations.
The Bottom Line
Deciding whether to stay or go is never easy. It requires an honest assessment of both your own organization and yourself. The five questions above provide a framework to help you evaluate your situation and make a confident decision.
Mirror moment: Take the time to reflect on these questions honestly. Your answers may surprise you.
And remember, leaving doesn’t mean failure, just as staying doesn’t mean success. The key is to align your leadership energy with an environment where it can have the greatest impact.
So, what do you see when you look at your organization? Can you help fix what’s broken, or is it time to find a place where you can thrive?
Holomua. Onward and upward.
Originally published at https://www.linkedin.com/pulse/should-you-stay-go-tim-ohai-hihvc/
An extra thought:
“Decisions determine destiny.”
~ Frederick Speakman
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