It sounds like you experienced a situation where that trust never existed in the first place?
I've been on teams where on more than one occasion colleagues have mentioned to me one day that they were thinking of leaving, and then a couple weeks later when I asked them about it they mentioned that they raised the explicit thoughts of departure with their manager (as well as their concerns that lead to it) with respective changes manifesting that kept them on the team for a number of years.
In the model you mention, it seems like it would never be worthwhile to retain employees who have an offer and are at that point announcing their departure?
Edit: I am not sure why what I am saying is controversial.
Either a person has a trusted relationship with their manager, or the they don't. I've had managers for whom I trusted and others I did not. It can also be assessed on how they treat others who report to them as well as how they speak of others of others on adjacent teams. Concerns can and should be raised over time, and not just bottled up and delivered at the end. A good manager should be probing for them as well.
There's obviously risk involved in any conversation, but I disagree with "it's never a good idea."
I have actually told a manager I trusted and it was no big deal, although, in retrospect I don't see any way for this to have benefitted me and a ton of ways in which it could have hurt me.
I've been on teams where on more than one occasion colleagues have mentioned to me one day that they were thinking of leaving, and then a couple weeks later when I asked them about it they mentioned that they raised the explicit thoughts of departure with their manager (as well as their concerns that lead to it) with respective changes manifesting that kept them on the team for a number of years.
In the model you mention, it seems like it would never be worthwhile to retain employees who have an offer and are at that point announcing their departure?
Edit: I am not sure why what I am saying is controversial.
Either a person has a trusted relationship with their manager, or the they don't. I've had managers for whom I trusted and others I did not. It can also be assessed on how they treat others who report to them as well as how they speak of others of others on adjacent teams. Concerns can and should be raised over time, and not just bottled up and delivered at the end. A good manager should be probing for them as well.
There's obviously risk involved in any conversation, but I disagree with "it's never a good idea."