Why Tenure Does Not Always Equal a Healthy Culture.

May 19

I recently worked with a company that, on paper, had everything going for it: a deep bench of seasoned employees—some with 10, 15, even 20+ years of experience. Institutional knowledge ran deep. Loyalty seemed strong. Stability appeared to be a defining feature of the culture.

And yet… the company was struggling.

High turnover. Stagnant growth. Low morale.

As I listened, observed, and asked questions, a surprising truth surfaced:

Some of the most tenured employees were contributing to the problem.

This might feel counterintuitive. We’re conditioned to see long tenure as a badge of honor—proof of commitment, loyalty, and deep expertise. And often, it is.

But here’s the uncomfortable reality: Long tenure isn’t always a strength. In some cases, it quietly holds your organization back.

Let’s explore how.

1. It Can Hide Underperformance

Tenured employees often benefit from institutional trust and familiarity. But that same trust can create blind spots. Are they still delivering value, or simply drawing on goodwill from years past?

When performance expectations aren't regularly reassessed, it's easy for underperformance to go unchecked—especially if the person is "a fixture" in the company.

2. It Can Signal Complacency

Tenure without evolution can lead to stagnation. If someone’s been in the same role, solving the same problems the same way for years, innovation suffers.

Stability is only a virtue when it supports growth. Without fresh challenges or the pressure to adapt, complacency creeps in—quietly but powerfully.

3. It Can Block Advancement

If no one moves, no one moves up.

Organizations with little internal mobility often find that high-potential talent grows frustrated. Career paths feel blocked, and opportunities for stretch assignments or promotions vanish.

Eventually, ambitious team members leave—not because they want to, but because they have to.

4. It’s Not Always Culture—It’s Fear

Sometimes we interpret long tenure as a sign of a strong culture. But not always. Tenure can also reflect risk aversion, comfort with the status quo, or a lack of better options.

In other words, people might be staying not because they love it—but because change feels riskier than staying stuck.

5. It Can Stall Succession Planning

Succession planning depends on movement. When senior roles are occupied indefinitely, there’s no room for emerging leaders to rise.

And if tenured employees aren’t mentoring or preparing others to step into their roles? The leadership pipeline dries up fast.

6. It Can Quietly Drive Out Top Performers

This one stings.

A long-standing employee with a toxic attitude can do real damage—especially if their tenure makes them “untouchable.” Their behavior becomes normalized. Protected. Excused.

Meanwhile, your top performers—those with options—start heading for the exits. Not because they aren’t capable, but because they won’t tolerate dysfunction that leadership refuses to address.

So, What’s the Answer?

This isn’t a call to devalue experience or institutional knowledge. Tenure can be a tremendous asset. But it needs to be paired with performance, adaptability, and accountability.

Organizations should ask: