A national multifamily property management firm had a problem it had stopped trying to solve. In its 100-person corporate accounting department, annual turnover ran between 50% and 70% — year after year. The cost in recruiting, retraining, lost productivity, and client disruption was enormous, but leadership had reframed the problem as a law of nature. As the Senior Vice President of Finance put it: “We train them here, and then they move on to get their real job somewhere else.”