I am on my second cup of coffee for the day, weaving in and out of responsibilities as practice manager. No two days are the same, and yet they’re all the same. My work is filled with details, tasks and duties that require focus and the ability to pivot quickly when priorities change. I wear many hats and feel a tremendous amount of ownership for my roles and responsibilities. I believe this overwhelming sense of responsibility makes interpersonal connection challenging, which is both ironic and essential when leading people.

About a year ago, a tenured employee quit. In the several months prior to this, I had allowed negativity, self-sabotage and unclear expectations of myself and others to permeate my work space. I believed I was doing it all wrong and began to peruse job boards, consider other employment options, and sink into a big, fat, professional funk.

Yet in the midst of what felt like an irrecoverable loss, I discovered my passion for leadership had brought me exactly where I am supposed to be. After months of unanswered prayers for a more perfectly packaged position to magically land in my lap, it dawned on me — I am already living it. The gift is already mine and has been for more than a decade. My perfect position is literally unfolding in real time, week after week, with the poise, pride and energy I choose to bring through our employee entrance every single morning.

Up until this point, there was trepidation in my management style, and I was unclear in my expectations of staff. Turns out, this is a recipe for very unfulfilling managerial work, leaving me feeling deflated, deficient and discontented. I never believed a quitter would inspire me to reinvent what had become second nature and reawaken me to the possibilities for growth within a job I had seemingly mastered. Tenure means nothing if you’ve stopped serving your purpose.

As managers, we are expected to show up in a different way — a way that promotes clarity of expectations, accountability and increased productivity. Nine times out of 10, issues among staff are related to a lack of clarity of expectations, in my experience. People quit jobs because of a lack of clear expectations. We give up on relationships because expectations are murky, and communication is unclear. Quitters cause me to pause, reset, realign. Quitters create an uncomfortable stir in my soul. Quitters cause me to reflect. Quitters inspire me to grow.

What is it that is so powerful in quitting that caused me to dig around within myself and aspire to know, and do, better? I wrestled with the chance that I participated (albeit unconsciously) in fostering an environment not conducive to growth and maybe I wasn’t bringing my best self to the office more often than not. Of course, not all opportunities are meant for the person hired as time and circumstances evolve, which is precisely why I applaud the quitters. We need quitters — they’re our catalysts for redirection and often unmask an opportunity for improvement.

While I would like to believe I won’t be part of a quitter’s decision to leave, the notion ignites a fiery passion in my belly for self-improvement. When faced with a challenging person or situation, I lean on an acronym I created of quick mental queues:

LEAD

1. Learn to listen. My reaction to a situation inevitably sets the tone for resolution. Listening and considering multiple solutions to an issue before reacting elicit a more compassionate, professional response.

2. Empower your people. People work heart-ier (yes, harder with more heart) if you trust in their strengths and capabilities. Belittling is not a tactic of a strong leader and appreciated by no one. When people are appropriately matched with tasks and projects that match their skills and peppered with things they truly enjoy, and a generous dollop of gratitude, beautiful things happen.

3. Accountability cultivates clarity. Check-ins and check-points, one-on-ones and checklists. No matter your method, clarity of expectations is born from accountability.

4. Do the things you expect from others. A respected manager leads by example. Be on time. Dress, talk and act appropriately. Take out the trash, do your own dishes, and change toilet paper. Demonstrate kindness, inspire greatness, commit to the ride.

“Quit” is a profound four-letter word I have come to appreciate, embrace and respect. After all, quitting is leading, too.