Why do good employees quit great jobs? Mamaearth's Ghazal Alagh reveals 8 types of bosses who push them away

In a world obsessed with workplace perks and policies, Mamaearth co-founder Ghazal Alagh has struck a nerve by spotlighting the real reason behind high attrition in companies: poor leadership. Her recent post on LinkedIn has not only gone viral but also sparked a candid conversation around the everyday experiences that cause top performers to quietly walk away.
Why good employees leave?

Alagh’s post opens with a familiar refrain: “Employees don’t leave companies, they leave managers.” But what makes her perspective stand out is the depth of insight drawn from years of building brands in India’s volatile startup space. She argues that it’s not burnout, company mission, or even long hours that cause employees to exit—it’s their daily experience with the person they report to.

“The statement is one of the most-quoted truths in leadership, and for good reason,” she writes. “Great talent rarely quits because of work or the company’s mission. More often, it’s the day-to-day experience with their managers that shapes whether people stay, grow, or walk away.”

The 8 kinds of bosses who push talent out the door

Drawing from firsthand observation while building her own team at Mamaearth and mentoring other early-stage startups, Alagh identified eight distinct types of managers who quietly drive away high performers. Each represents a different failure in leadership—and together, they form a cautionary guide for organisations trying to boost retention.

Here are the eight types of problematic managers she outlined in her post:

• The Micromanager: Obsesses over every small detail, leaving no room for autonomy or trust.
• The Credit Taker: Basks in the spotlight but rarely shares recognition with the actual contributors.
• The Ghost: Disconnected and unavailable, offering minimal feedback or support.
• The Volcano: Moody and unpredictable, creating an emotionally unstable work environment.
• The Information Hoarder: Keeps critical knowledge to themselves, preventing team learning and growth.
• The Never-Satisfied: Sets the bar impossibly high and never acknowledges progress, no matter how significant.
• The Favouritist: Sidelining most while constantly indulging a select few.
• The Risk-Free Boss: Fears change, avoids experimentation, and discourages innovation.

Trust, not treats, is the real retention strategy

For organisations that believe retention lies in Friday pizzas, casual dress codes, or hybrid work models, Alagh offers a necessary correction. While such perks may attract talent initially, they rarely offer enough reason to stay when leadership is lacking.

“If organisations want to strengthen culture and retention, the conversation can’t stop at perks or policy,” she wrote. “True retention is built on trust, respect, and everyday leadership moments.”

Her emphasis is on consistency, empathy, and daily engagement—not grand strategies but small, human gestures that make employees feel valued and empowered.

‘Been there, survived that’

Alagh’s post struck a chord, with many LinkedIn users sharing personal stories that echoed her observations. “Been there, experienced that,” one user commented. “A toxic manager drains your confidence slowly. It’s high time organisations stop tolerating poor behaviour masked as ‘tough leadership.’”

Another wrote, “Perks don’t fix poor leadership. People stay for leaders who have their back and let them grow.” The consensus was clear: empathy, fairness, and recognition matter far more than material rewards.

A timely reminder for modern workplaces

At a time when companies are navigating hybrid structures, rising attrition, and shifting expectations from Gen Z and millennial workers, Alagh’s post serves as both a diagnosis and a wake-up call. Retention isn’t a function of HR gimmicks—it’s the outcome of leadership that respects, trusts, and uplifts.

As she closed her post with a compelling question—“What kind of leadership have you personally seen make the biggest difference, inspiring you to stay, or pushing you to move on?”—many found themselves reflecting not on their job descriptions, but on the people who shaped their everyday work lives.

In the end, her message is simple but urgent: fix the managers, and the talent will stay.