Page 174 - James Caan - Get the Job you Really Want

when I ask them what they are actively doing as an employer to
develop and manage that culture.
If you approach a sta≠ member in a successful organization,
and o≠er them more money and a better position, one of the
key reasons they won’t leave is because they have made strong

friendships inside their existing company. That is really hard
to break. If you like the people you work with, the environment
you’re in, if the company has a great culture, and it feels like a

family, I won’t be able to move you for love or money. I’ve been
doing this for twenty-five years. I know you won’t leave. The
money on o≠er might be significantly more, the career oppor-
tunities more exciting, but you feel as though you’re letting
people down.

I have had a situation where I’ve sent somebody for an
interview and they’ve been o≠ered the job. I’ve called the person
back in and said, ‘Talk me through your resignation process . . .’

and straight away I can see it in their face.
‘Actually, you know, James, I’m not entirely sure.’
When they think about the resignation process, about
handing their notice in, they’re not thinking about the HR
person, they’re thinking, ‘What’s Phil going to say? What’s Julie

going to think?’ They are part of a team, they contribute to a
team, so suddenly it’s about letting those people down. And
there’s a good likelihood – because the chances are they would

be leaving to join a competitor – that they feel like a traitor.

162 get the job you really want