High performers are the people who enable lab managers to sleep at night.
They are the go-to resource that others rely on when something breaks. They consistently deliver high-quality work, and they take initiative. Losing them would be a real operational hit.
When high performers begin to outgrow their role, new questions arise. Both the leader and employee start asking: “What’s next?”
For many lab managers, that moment is very challenging. You want to reward their performance and keep them engaged. The stark reality is that advancement opportunities may not exist immediately. The org structure is flat. Leadership roles are limited. Budgets and headcount are fixed. There isn’t an obvious next step to offer, no matter how much the employee has earned it.
The easy solutions are those default responses—ask them to be patient or offer vague reassurances of “I’ll see what I can do for you.” Neither solves the underlying issue. Over time, that lack of direction can turn into frustration, disengagement, and eventually, a job search.
Most leaders instinctively think retention is tied to advancement. That’s not wrong, but it’s incomplete. What drives people to stay is a sense that they’re still moving forward. Developing someone, even without a promotion, works as a retention strategy because it preserves momentum. When a high performer is learning and being challenged, the urgency to leave drops. They recognize you are investing in them. That’s a very different psychological position.
“I feel stuck”
When you hear an employee is craving advancement but feels stuck, it’s time to embrace a moment where you either build trust or lose it.
The employee may be frustrated, or even a bit checked out. But you still have options, including direct acknowledgment and deep listening.
The employee needs to see a possible path forward.
The first step is recognizing why the employee feels stuck. What do they want to discover next or shift in what they are doing? What is the experience they want to have, but cannot find a path to do it alone? These are the right questions for retention and development of an amazing employee. It means they have been successful and are looking for the next thing to learn.
The good news is that you don’t need to try to fix it immediately; it’s an opportunity to acknowledge those feelings directly. Your responsibility is to separate what you can change from what is outside your control or responsibility.
A new position providing a unique challenge may not be obvious. Being honest about limitations helps the relationship and moves you both toward discovering the best solution. The discussion becomes collaborative. Getting curious about what is interesting to them helps the employee sort through what is important. It doesn’t need to be solely about advancement; their interest is professional growth.
There’s no need to defend the organization or make everything work out the way that the employee wants. The task isn’t to manufacture a solution to retain a person when it does not benefit the team and the organization.
Your next steps are to clarify with the employee what needs to change for them. Is it a new challenge? A new focus on a project? Access to people leadership skills even if management isn’t an immediate option? Partnering to find an internal solution demonstrates your willingness to discuss roadblocks and options.
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The next opportunity may not be in your team. Take time to speak with your leaders and colleagues. There may be projects that provide growth, interest in a new direction, or new perspectives. Growth can also happen through presentations, access to leaders, and a view into organizational decision-making. This is preparation for other roles that open over time.
Your high performer may be looking for something the organization is unable to provide. That isn’t your fault or even a flaw in the organization. It is simply that the trajectories don’t match.
How to handle recruiter attention
The day may come when the employee approaches you with an external opportunity. It could be an external interview getting scheduled, or it may even be an offer in hand.
Take a breath and pause to choose your course. Moments like this have a high emotional charge. The pressure immediately builds since there’s a real risk of loss, not just a theoretical one. A conversation you might otherwise avoid is now required.
Interested in lab leadership?
There’s a universal fear: “What do I do when I can’t match the title or offer?” Before you even go there, consider the options. What conversations have taken place with the employee about what they want and need from the work? How possible is it that a move outside the organization is the next best step for them?
The truth is that turnover is normal in an organization and increasingly common. Losing your top talent is hard. If they are feeling stuck or if there is no growth path, that high performer will eventually stagnate. Sometimes, giving best wishes and staying connected is the right move.
That doesn’t mean you are without options. If you realize you haven’t dug deeply into the career aspirations for that employee and you want to retain them, it’s best to start listening immediately. You don’t need to sell them on staying. Instead, take the time to get curious and be strategic about how the needs could be met.
You have an opportunity to talk with them about their interest in leadership exposure, decision-making on a different level, and expanding their authority. You aren’t competing with an external offer; you are competing with disengagement.
Proactive development keeps high performers engaged
In the end, the person most responsible for development is the employee. Your role as the leader is to help them navigate the complexities of the organization and understand how they find purpose within your environment. What is important is exploring the options, not forcing a solution. When an employee leaves for an opportunity that fits their career goals, it is about their need to develop in a way your organization has not been able to meet.
The best way to avoid losing a high performer is by being proactive. Identify employees who are quietly performing at a high level but not growing in the role anymore. These individuals may not raise concerns right away, but that doesn’t mean they’re not thinking about what comes next. Be honest with yourself about how consistently you check in on how team members are growing.
People don’t leave just because there’s no ladder. They leave when they feel like no one is actively thinking about their future. When you communicate with employees about the limits and the opportunities within your team and your organization, you empower them to chart their next steps confidently, knowing that someone is there to guide and support any change they make.
