"When fear is the catalyst for your retention statistics, you are not building a loyal, high‑performing team. Rather, you are quietly accumulating burnout, stalled innovation, and a concentrated flight risk that may impact you once the job market becomes more fluid."
"At the managerial level, you may notice leaders clinging to headcount or, in the worst cases, protecting their own roles by shifting blame and pressure onto the team. These patterns are often misread as extra effort when they are, in fact, fear responses."
"When promotions and recognition consistently go to those who overextend, remain 'always on,' or rescue flawed plans at the last minute, you teach people that the only safe place is on the edge of exhaustion."
Low turnover can be deceptive, as many security professionals stay in their roles out of fear of the job market rather than genuine commitment. This job-hugging behavior can lead to burnout, hinder innovation, and create a risk of turnover when the market improves. Managers may misinterpret this behavior as dedication, but it often stems from fear. To foster true commitment, leadership must provide clarity on strategy and promote a culture that values sustainable performance over mere presence or effort.
Read at Securitymagazine
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