I often hear managers complaining about losing their best people, and I understand their frustration. Turnover is costly and disruptive.

And while I listen to these managers grousing about employee turnover, I wait because, eventually, most bosses will point fingers somewhere, and when I look at the data (exit interview reports, engagement surveys, etc.), I find multiple fingers pointing back at them. Gallup CEO Jim Clifton once said: “The single biggest decision you make in your job — bigger than all the rest — is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.”

I collect data and pore over the latest studies and client reports to pinpoint the challenges facing today's managers. If you're in a leadership role and concerned about the revolving door at your company, here are six typical reasons I've identified for why people leave companies.

1. Managers who can't control their emotions

I speak of bosses who express visible and public anger, yelling across hallways and conference rooms at the drop of a hat, or marching to other departments to “tell someone off” without realizing the fish bowl they work in (yes, people watch, take notes and many are affected by it).

Case in point: Gary Friedman, the head of Restoration Hardware Holdings Inc., who this year went off on his whole company with a flaming internal memo written mostly with the caps lock on. Unfortunately, he was loud enough to catch the attention of several in the media and likely did little to motivate his team.

“YOU WILL NEVER GET IN TROUBLE FOR MAKING A DECISION TO DELIGHT OUR CUSTOMERS,” scolded Friedman. “YOU WILL, HOWEVER, LOSE YOUR JOB IF YOU DON'T.”

Inappropriate displays like Friedman's can kill your culture, diminish trust and send your employee engagement ratings spiraling downward. If mismanaged, it can be your worst enemy and sabotage your ability to lead well.

2. Managers who don't recognize

and praise people for good work

The Gallup Organization has surveyed more than 4 million employees worldwide on this topic. It found that people who receive regular recognition and praise increase their individual productivity and improve engagement among their colleagues.

They also are more likely to stay with their organization, receive higher loyalty and satisfaction scores from customers and have better safety records and fewer accidents on the job.

3. Managers who don't think and

consider all options before they act

This is the flying-by-the-seat-of-his-pants leader (or leadership team) that steamrolls ahead by making important decisions without soliciting the varied perspectives of the team.

A manager with shortsightedness and an itchy finger on the trigger of impulsiveness will not practice the leadership art of getting feedback and buy-in.

The end result may be burned bridges, decrease of trust, low morale and disengaged workers.

4. Managers who don't set clear goals and expectations

Every manager should be asking, “Do my team members know what is expected of them?”

Research shows that many great workplaces have defined the right outcomes; leaders/managers will set goals for their people or work with them to set their own goals. They do not just define the job, but define success on the job.

5. Managers who don't care about meeting the needs of their people

Great leaders show an interest in their people's jobs and career aspirations. They look into the future to create learning and development opportunities.

They find out what motivates their best people by getting to know each team member's desires that will drive them. This is about emotional engagement.

6. Managers who don't listen

Effective communication isn't just about talking; it is also the ability to listen and understand what's happening on the other side of the fence.

Bosses also benefit because the more receptive you are to helping your team, the more you make it a safe place for employees to be open enough to give you great input, great ideas and great contributions.

Want your best people to stick around? It all comes down to how you treat and serve them. As you know (and they do as well), high performers are instantly marketable and will have one foot out the door tomorrow if they don't feel valued, respected and engaged.

Give them plenty of reasons to want to get up in the morning and run to their job because they are ready to contribute.

Marcel Schwantes is the founder of

Leadership From the Core, a provider of servant-leadership training and coaching.