I had a call last week from Claire (not her real name), an executive in a midsize, Boston biopharma. The call was a surprise.

Even though I placed her in a previous role about six years ago, and despite having checked in with her regularly over the years since then, she has never been open to move. As she explained when we spoke, “they have kept me very happy.”

But now things are different. Her company just had a major reorg and her boss — the person who had brought her in — has left. When that happened, and even though the reorg resulted in both a promotion and a large bonus for Claire, she started contacting her network.

Her new boss is feeling good about giving her a promotion and more money, and she said she was happy with that. And while that is true, it is NOT stopping her from looking at options. There is enough uncertainty about what might happen that she is not going to wait and see. She is now actively looking and wants to put herself on my radar.

Change Makes People Uneasy

Any big inflection point in an organization prompts people to think about what comes next. It could be a loss of funding, a shift in direction, a leadership change, a failure in a trial, or some outside event. Top performers feel this most because they know they have options. These are the things that cause people to wonder, “Is my time up here?”

The impulse to look elsewhere under these circumstances isn’t necessarily a sign of leadership failure. Each person has their own set of variables that matter to them — change disrupts that mix. It’s a natural human response to uncertainty.

As a leader, it’s critical to realize that in these moments, your people are especially vulnerable to leaving. Here are some suggestions for preventing that when your organization is in the middle of significant change…

#1. Make Sure They See the Future Clearly

Don’t take anything for granted. People can often be “saved” if their boss listens and gets to know them and their aspirations. They are assessing everything said AND not said and looking for clues as to what’s next.

I saw this recently with an executive whose new boss came in eager to hold many meetings right away so she could learn as much as possible. She meant well; he took it as a clue that she was micromanaging. It was small, but people are fragile at the point where they are questioning whether to stay. Small things can hit hard.

It’s almost a given that when a major change happens, your best people will stop and reconsider why they’re there and whether this is still the best place for them. Blinders can come off and they rethink everything, especially if the change is sudden or unexpected.

So pay extra, extra attention to the top performers you don’t want to lose. Make sure you directly address the unspoken question they are asking themselves: “What is in this change for me and is it worth it to stay?”

#2. Build Relationships as Quickly as You Can

Obvious, but you’re busy and sometimes it feels like you don’t have enough time — if you want to keep people, you’ve got to make the time. How much attention you give them is a clear signal. Ask their opinion on how they feel about the way things are and what they might change and keep: “If you were in my seat, what would you protect at all costs?”

Sit down with them, ideally offsite, over a meal. During that meeting and beyond, don’t be afraid to ask about the elephant in the room:

  • Are you considering leaving?
  • What would make your role a no-brainer for you to stay?
  • What are your concerns about how this change affects you?

Don’t stop at top-line answers; the first answer is rarely the truth. If you dig in and show you care about their career and how they are feeling, people will often tell you far more than you expect.

This is a conversation, not an interrogation. Weave questions in naturally. Understand that listening doesn’t mean you agree with what they are saying. People want to be heard, not indulged. Above all, reassure them that you’re someone who delivers for the people who work for you and that you want to help them achieve whatever it is they want.

Then get them excited about your vision and what they can accomplish in this new chapter. They need to see why it’s valuable for them to stay.

#3. Move Fast

People want to understand, as soon as possible, how the changes are going to affect them. Once the door cracks open, they’re vulnerable. They may already be signaling to people like me that they’re open to looking around.

If a great outside opportunity hits at the same moment as your inflection point, they can be pried loose. That’s why we stay in touch with people. We know that when a change hits, that’s often when they’ll finally return a call. It’s when we have the most success dislodging people from their current roles.

Staying vigilant and heading them off before they get deep into a process is your best bet.

Make Retention a Deliberate Act

Under normal circumstances, the beginning of the year is already a time when people stop and reconsider: What’s important? What could be better? Where am I headed?

Significant organizational changes only add to the mix — none of this favors you.

Of course, you can’t stop everyone from leaving. But you don’t want to look back and realize that a small amount of effort might have changed the outcome.