Not my organisation, but one I serve on the Board for. I'm observing this play out and thought to myself I wonder what the Manager Tools community would each do about this.
They have a high performing staff member, good attitude, great delivery, bought into the values. They have a really crucial role to play over the next year and gel their team together. This high performer has just said they have an interview for a CEO role with a smaller charity. They had wanted to make an exit in around 2 years time into a CEO role, with development so that role was a more developed one that the one they have applied for which is a turnaround project. They asked for an open door meeting, and said they had this interview and were looking to leave much sooner than they had discussed. The reason they want to leave is they have a poor manager, are feeling miserable and demotivated as a result, and they have no way to really deliver a performance plan for their next career steps.
The kind of development they would need is possible within the organisation, but it would take an organisational input in order to offer it, such as working cross departmentally, getting the opportunity to manage financial processes, and other opportunities which could be possible in the organisation if built into the role. The manager is a mid to low performer. Their direct doesn't get one on ones, hasn't got a performance plan, isn't being developed in role, gets mixed instructions, last minute delegation with no support to stop doing other work. You know the role call.
If you were the manager, and this was your direct and skip, what would you do?