During a recent coaching session, a client mentioned employee turnover issues within their organization, in particular with newer, younger hires. Among the factors brought up for the recent departures was low pay. I paused and asked how frequently coaching occurred between supervisors and subordinates. A culture check if you will. Let’s just say it got really quiet for a bit. You see, there’s often a significant disconnect between what we believe about people leaving an organization, and what really happened.In Kelly and Robby Riggs’ eye-opening book, Counter Mentor Leadership, they cite:89 percent of managers believe employees leave their jobs for more money; and88 percent of employees reported they left for reasons other than money.Many old-school manager types believe focusing on results only is all that matters - the proverbial bottom line. Matthew Lieberman has some pretty interesting findings in his article “Should Leaders Focus on Results, or on People?” Great question. His findings:If a leader was considered strong in social skills, the person was seen as a great leader 12 percent of the time. Okay. What about that bottom line?If a leader was perceived to be strong in focusing on results, the number increased to… 14 percent of the time. That’s all. Just two percent more.For leaders who were strong in both results and social skills, the likelihood of being seen as a strong leader skyrocketed to 72%.Pop quiz time: What percentage of leaders rate high on results focus and social skills? Take a guess.Less than one percent. That’s why Kelly and Robby Riggs conclude Leadership is Freaking Hard. And they are right. Great leaders are unicorns. They focus on results. They focus on people. Great leaders are rare.