The Grass is Greener Fallacy

The Case for Staying

It’s hard to understand the nuance of everyone’s situation, but there are some things to consider before you pull the trigger. These are not absolutes, and you may very well disagree. But give them some thought!

1. Compensation-Based Motives: A common reason people move on is that they’re able to command more compensation elsewhere. I get it. I’m motivated by financial incentives, too. That said, I’m not always confident that people are comparing apples to apples. It’s possible to leave for a higher salary and bigger bonus and not come out ahead. Make sure you’re evaluating ALL of the benefits, their cost, and the impact on your “bottom line.” Ultimately, if you’re undervalued relative to your impact, it’s worthwhile to first try to address this with your current employer. If this is your only or primary motivator, it might be worth thinking twice.

2. Avoiding Change: I’ve seen many people change companies during or shortly after a reorganization or restructuring. Sometimes, they leave because they’re not bought into the new vision. And if that’s the case, it’s probably best for everyone involved. But other times, people are motivated by fear. They make an emotional decision and assume they’re fleeing to a more stable situation. Maybe they are, but in this industry, change is constant. If you’re running from change in this line of work, you will be exhausted before long. Be honest with yourself and ensure you’re evaluating things objectively.

3. Starting Over: In most situations, people underestimate the work required in starting over. It takes time to connect the dots as each company is different. It takes time to establish credibility with new colleagues and leaders. Even the most experienced professionals have a learning curve when joining a new organization. Don’t miscalculate here.

4. The Opportunity Cost of Switching: Related to “starting over,” is the idea that you stop things from compounding if you leave a role. Morgan Housel is one of my favorite writers. Instead of writing on this topic, I probably could have just linked to his blog article, Staying Put. As of this month, I’ve been with Novartis for nine years. Generally speaking, I know how things work around here. Sure, there’s constant change, but it helps to have the historical context and network. I have many colleagues that have been here for 20+ years. When I’m stuck, I often go to them. Being in that position is typically underrated as the value provided typically doesn’t fit nicely onto a dashboard. In his article, Housel quotes Robert Weinberg, who has spent over 50 years at MIT: “If I were still doing the same things that I had done as a student, I would be a little regretful. But in fact, this is a very dynamic place.” I can relate. Until recently, I spent nearly a decade on the same team, but that allowed me to help launch over a dozen oncology products. I’m far from bored.

The first rule of compounding is to never interrupt it unnecessarily.

- Charlie Munger

The Case for Moving On

Make no mistake; I’m not suggesting blind loyalty is necessary. With that, there are legitimate reasons to pursue new opportunities.

1. Culture: I’ve written about culture before, so I won’t belabor those points. If you’re in an environment that is objectively not a good fit, sometimes it requires a change. That said, be judicious. As bad as it may seem, understand there are probably worse situations. You want to ensure you’ve completed sufficient due diligence to avoid a repeat.

2. Opportunity for Advancement: Sometimes, the grass is greener. If a new role or opportunity at a different company leads to meaningful career advancement, then it should be thoroughly considered. I’d never suggest otherwise and would do the same myself. But make sure you’re not being sold a bill of goods. I’ve had colleagues leave for “better” titles with less responsibility or opportunities for impact. Maybe you’re okay with that, but most top performers are focused on how they can contribute instead of what they’re called.

3. Lack of Development: In rare instances, maybe it’s worth considering a lateral move. If you’re not being adequately developed or have limited opportunities for advancement, sometimes a change is necessary. Tread carefully, though. Some leaders are supportive of (and good at) developing people, but they will not take ownership of the process. Put differently, don’t make a rash decision if you’ve never expressed concerns over your lack of development. Perhaps you are the barrier to your lack of development.

In the end, expectations will always be a significant determinant of your job satisfaction. Make sure to continuously adjust and do your best to be realistic!