CTO in Healthcare and Biotech, 11 - 50 employees
For me, it's when I'm not happy in the role, it could be several factors that push me to acknowledge that I'm not happy anymore. It could be that my Manager has not the same values as I do, also that there is persistent chaos & lies in the team which I'm not fond of. If I don't feel challenged anymore, to me it's time to find new ventures.Director of IT in Software, 201 - 500 employees
When you are not happy anymore,m and when you stop feeling supported by your boss/company. When you stop learning and progressing.Head IT - Infrastructure, Ops & Applications at Dhani, Indiabulls Group in IT Services, 5,001 - 10,000 employees
People stay in the org for learning and earning and they leave for either of the options.Director of IT in Education, 501 - 1,000 employees
When you feel that there is no value addition happening from your side, then it is clear that your role can become redundant to the organization. Self performance survey from your clients may help to decide it. Once you are very much sure of the same, then it is better to leave that role.Head IT - Infrastructure, Ops & Applications at Dhani, Indiabulls Group in IT Services, 5,001 - 10,000 employees
When there is no learning and stagnant earning left.Director in Manufacturing, 1,001 - 5,000 employees
My reasons have varied Bored with the role
Team was downsizing
Lack of promotion opportunities
Saw a role posted I thought I would enjoy
And rarely- disagreed with my bosses “style of leadership “
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Community User in Software, 11 - 50 employees
organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
Collaboration26%
Well-being33%
Socializing11%
Learning3%
All of the above24%
Other (please share below!)1%
500 PARTICIPANTS
Chief Technology Officer in Software, 51 - 200 employees
My personal experience. I usually get the feedback and go back with data driven analysis providing details to cross leaders to understand the context and make decision basis data and and not gut feeling.
I quit Facebook in 2016 to start Woven, a productivity software startup. We were a calendaring solution, and I ran that for about four and a half years until we sold it to Slack. So even though I joke about quitting, a big part of my life story has been about making space for what's next; when I did that in 2009, it paid off in huge dividends. And the same was true for leaving Facebook. Now I'm making space again.
When I was made redundant from a role in a bank, I was able to take 56 weeks' salary and leave to do my own thing the way I wanted to. I know many people see it as a bad thing, but it was a great opportunity for me. You're not often given a paycheck and told, "Go away, we don't want you anymore," so I took that.