Podcast Summary: The Duct Tape Marketing Podcast - "Why Two Weeks Notice Is Hurting Workplace Culture"

Release Date: January 15, 2025
Host: John Jantsch
Guest: Robert Glaser, Founder and Chairman of Acceleration Partners

1. Introduction

In this insightful episode of The Duct Tape Marketing Podcast, host John Jantsch engages in a profound discussion with Robert Glaser, the esteemed founder and chairman of Acceleration Partners. Glaser, a respected figure in the marketing and organizational culture space, delves into his groundbreaking ideas presented in his latest work, Rethinking Two Weeks Notice: Changing the Way Employees Leave Companies for the Better. This episode explores the detrimental impacts of the traditional two weeks' notice on workplace culture and introduces an innovative alternative aimed at fostering healthier organizational dynamics.

2. The Problem with Traditional Two Weeks Notice

Glaser begins by dissecting the conventional practice of two weeks' notice, highlighting its shortcomings and adverse effects on both employees and employers.

• Emotional Disconnect: “The left side of our brains knows that we're not in lifetime employment situations anymore... yet we treat employee departures like the end of a marriage.” (02:22)

  Glaser explains that while employees recognize the transient nature of modern employment, organizations often react emotionally to resignations, leading to strained relationships and negative experiences.

• Negative Outcomes: The standard two weeks' notice often leaves both parties with unresolved feelings. Employees may leave feeling mistrusted or undervalued, while managers may feel betrayed. This discord can tarnish personal and professional reputations, as Glaser notes individuals frequently revisit past professional relationships with lingering resentment (03:50).

• Impact on Business Operations: In service-oriented businesses, such as marketing agencies or accounting firms, sudden departures can disrupt client relationships and service continuity. Glaser emphasizes that clients dislike frequent account turnovers, which can result in a loss of trust and business (04:09).

3. Introducing the Open Transition Program (OTP)

To address these issues, Glaser introduces the Open Transition Program (OTP), a structured alternative to the traditional two weeks' notice process.

• Core Components: OTP is built on four pillars: psychological safety, open communication, mutual respect, and a commitment to mutually beneficial outcomes (06:36). These elements create an environment where honest conversations about departures can occur without fear or resentment.

• Psychological Safety: Glaser underscores the importance of creating a space where employees feel safe to express their intentions and concerns. This foundation allows for constructive dialogues that can lead to more amicable and strategic departures (06:36).

• Structured Transition: Rather than an abrupt exit, OTP typically spans around 90 days. During this period, the departing employee remains engaged, starts the transition process, and works collaboratively with the employer to ensure a smooth handover (04:51).

4. Building a Culture for OTP

Implementing OTP requires a foundational shift in organizational culture, emphasizing trust, transparency, and proactive problem-solving.

• Top-Down Implementation: Glaser stresses that OTP cannot be effectively adopted through a bottom-up approach. It necessitates leadership buy-in and a proactive stance from management to foster an environment conducive to open transitions (13:06).

• Vulnerability and Feedback: Enhancing psychological safety involves leaders being more vulnerable and open to feedback. When leaders model transparency, it encourages employees to engage in honest discussions about their career trajectories and potential departures (13:06).

• Continuous Improvement: Organizations are encouraged to view OTP as part of their ongoing process improvement. By regularly updating and refining their transition processes, companies can ensure they remain effective and supportive (21:42).

5. Practical Implementation and Examples

Glaser provides practical insights and real-world examples illustrating how OTP can be seamlessly integrated into organizational practices.

• Early Intervention: Addressing issues proactively is key. Glaser likens it to diagnosing the root causes of a headache rather than relying on a one-size-fits-all remedy. By identifying and addressing underlying issues early, organizations can often prevent the need for resignation or termination (06:36).

• Customized Solutions: Each departing employee's situation is unique. OTP allows for tailored solutions, whether it involves adjusting work hours, providing additional support, or assisting with career transitions (06:36).

• Boemerang Employees: One significant benefit Glaser highlights is the increase in "boomerang employees"—those who choose to return to the organization after a positive transition experience. By maintaining respectful and supportive relationships, companies can encourage former employees to come back with enhanced loyalty and commitment (18:27).

• Client Retention: For service-based businesses, OTP ensures that client relationships remain uninterrupted. By involving both the departing and incoming employees in the transition, clients experience a smoother handover, maintaining trust and satisfaction (19:24).

6. Benefits and Outcomes

Implementing OTP yields multifaceted benefits that enhance both organizational culture and business performance.

• Enhanced Reputation: Organizations that adopt OTP are perceived as more humane and employee-centric, which can enhance their reputation in the marketplace and attract top talent.

• Improved Morale and Productivity: By fostering a culture of trust and open communication, employee morale and productivity increase, as employees feel valued and supported throughout their tenure and departure process.

• Reduced Turnover Impact: OTP minimizes the disruptive impact of employee departures by ensuring a planned and gradual transition, thereby maintaining business continuity and client satisfaction.

• Positive Alumni Networks: Maintaining amicable relationships with former employees cultivates a robust alumni network. These networks can be invaluable for future collaborations, referrals, and reputation building (16:07).

7. Conclusion and Further Resources

Robert Glaser's Rethinking Two Weeks Notice presents a transformative approach to managing employee departures, challenging outdated norms and advocating for a more compassionate and strategic process. By adopting the Open Transition Program, organizations can enhance their culture, retain top talent, and ensure sustained business success.

For listeners interested in delving deeper into Glaser's methodology and insights:

• Book Availability: Rethinking Two Weeks Notice is available for purchase wherever books and audiobooks are sold.

• Online Resources: Visit RobertGlazer.com for access to his books, podcast, newsletter, and more.

• Free Chapters: Glaser offers the first three chapters of his book for free on his Substack page, providing a comprehensive preview of his concepts and strategies.

• Additional Engagements: Glaser conducts workshops and speaks on the topic, offering companies assistance in implementing OTP within their organizations.

Notable Quotes:

1. Robert Glaser on Emotional Disconnect:

   “The left side of our brains knows that we're not in lifetime employment situations anymore... yet we treat employee departures like the end of a marriage.”
   (02:22)

2. On Building Psychological Safety:

   “Psychological safety is the foundation of this. With it, you can have some good outcomes.”
   (06:36)

3. Comparing Transition to Medicine:

   “Like Western medicine versus Eastern. If three people have a headache and I give them a Tylenol, it might help the headache. But one is dehydrated, one's allergic to gluten, and one has a brain tumor, right? Tylenol is not a cure for that.”
   (06:36)

4. On Boomerang Employees:

   “We've had a couple of our best employees be boomerang employees. So, you know, a great effort of it.”
   (18:27)

5. On Organizational Culture:

   “Every issue is a people issue. There's never a broken widget, right? So companies and great leadership are the solutions to our problems.”
   (11:24)

Timestamps Reference

• 02:22: Robert Glaser discusses the psychological conflict inherent in the traditional two weeks' notice.
• 03:50: The negative impact of two weeks' notice on employee and manager relationships.
• 04:09: How account turnover affects professional services firms.
• 04:51: Introduction to the Open Transition Program.
• 06:13: Addressing common objections to the Open Transition Program.
• 06:36: The four components of psychological safety.
• 09:41: Encouraging managers to maintain relationships during employee departures.
• 10:42: Introducing Susie as an example.
• 11:24: Robert Glaser explains his passion for organizational culture.
• 13:06: Building a culture that supports OTP.
• 16:07: The importance of how employees are treated when leaving.
• 18:27: Benefits of OTP, including boomerang employees.
• 19:24: Implementing OTP in client-facing scenarios.
• 21:42: Continuous improvement and upgrading organizational processes.

This episode serves as a compelling resource for business owners, marketing professionals, and leaders seeking to enhance their organizational culture and employee relations. By reimagining the departure process, Glaser offers a pathway to more respectful, effective, and beneficial outcomes for all parties involved.