The grass isn't always greener: Employees find value upon returning

Employees often fail to recognize the full value of their positions until they have departed, only to find that returning requires significant resolve, sometimes spurred by changes in leadership. Experts highlight that the decision to leave an organization is frequently not about the job itself, but about the specific experience created by a direct manager.

Deividas Rafanavičius, head of "TMD Partners," emphasizes that while top executives set the company's direction and culture, it is the immediate supervisor who translates these into the employee's daily reality. "A person might like their job, colleagues, product, or the organization itself, but the primary reason for leaving becomes the relationship with the manager," he states. "Therefore, when a manager changes or leadership principles are genuinely altered, the same organization can become a completely different workplace in the employee's eyes."

Deimantė Laumytė, CEO of "Omberg Group," believes team stability is more than just a personnel metric; it directly correlates with an organization's ability to grow, make swift decisions, and maintain quality. She argues that sustainable business growth stems from clarity and purpose, not constant struggle. "People need to understand the direction, their responsibilities, and have the right to make decisions within their competence," Laumytė explains. "When managers provide this clarity and the team trusts each other, the organization can act quickly, but not chaotically."

Laumytė further notes that true effectiveness begins with leadership quality, not just performance metrics. Investing in leadership competencies, clarifying responsibilities, and creating motivational systems where employees see the link between their actions, team efforts, and client outcomes are vital. "Leadership should not be dictatorial," she advises. "A manager's task is not to centralize all decisions but to build a system where people can act professionally and independently, are not afraid to report problems, and understand that their decisions matter. This forms a team's competitive advantage."

"Omberg Group" reported a strong employee engagement and loyalty score (eNPS) of 54.55 in 2025. Within the group, "Omberg Construction" experienced less than 4% employee turnover. This stability is attributed to smoother internal communication, faster decision-making, and reduced operational risks during project execution. Povilas Žemaitis, head of "Omberg Construction," highlights the practical value of trust in the construction sector, where team cohesion and rapid, confident decision-making are essential for project success.