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Field Notes · Issue 018

U.S. Bureau of Labor Statistics, “Job Openings and Labor Turnover, August 2026” (news release, September 29, 2026; August estimates preliminary)

September 28 to October 2, 2026

This week’s pieces kept finding information a decision needed already inside the organization, from the rehire that said something about last spring’s layoff to the test result a manager chose not to pass along, with nobody assigned to carry it to the person who could use it.

Field Notes: October 3, 2026
This week's reading
The Field Note

The week, read against the grain

U.S. Bureau of Labor Statistics, “Job Openings and Labor Turnover, August 2026” (news release, September 29, 2026; August estimates preliminary)

On September 29, the Bureau of Labor Statistics reported that U.S. employers recorded 3.1 million quits in August, a quits rate of 1.9 percent, unchanged from July. Layoffs and discharges were essentially unchanged at 1.6 million, and hires, at 5.2 million, changed little over the month and the year. In the same seasonally adjusted series, the August quits rate was 2.3 percent in 2019 and 2.8 percent in 2022.

In the release’s own words, the rate “can serve as a measure of workers’ willingness or ability to leave jobs.” Ability is the word to hold onto. A low rate records people staying and leaves open why they stayed.

This week’s pieces kept finding the correction to a decision sitting somewhere nobody was assigned to look. Syndio’s CEO read the verdict on her May layoff in resignations from people she had counted on keeping, and in an application from someone she had let go. In the experiment from the October 2 piece, about a quarter of the people playing managers held back some or all of a worker’s ranking. In both stories the evidence reached the decision maker only because somebody acted on it.

My inference, beyond what the release claims, is that a labor market this calm turns down the volume on one of the few channels that carries bad news about a restructuring without anyone having to volunteer it. A resignation letter is feedback no manager can soften. When fewer people are able to send one, steady attrition after a cut says less than it did in 2022, and a leader who reads it as proof the cut held up is mostly reading the market. Someone has to be assigned to look for the other evidence, the gate dates that slipped and the former employees who came back through recruiting.

If attrition since your last restructuring looks healthy, who on your team has checked whether people stayed because the new structure works or because this labor market gave them nowhere better to go?
Sources
  1. U.S. Bureau of Labor Statistics. (2026, September 29). Job openings and labor turnover: August 2026 (news release). U.S. Department of Labor. (Monthly establishment survey; figures seasonally adjusted; August 2026 estimates are preliminary and subject to revision. Government statistical agency, no vendor interest.) https://www.bls.gov/news.release/archives/jolts_09292026.htm
  2. U.S. Bureau of Labor Statistics. (2026). Quits rate, total nonfarm, seasonally adjusted (Series JTS000000000000000QUR; data set). Retrieved October 2, 2026. (Source of the August 2019 and August 2022 comparison rates, 2.3 and 2.8 percent.) https://data.bls.gov/timeseries/JTS000000000000000QUR
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If you have not heard Episode 4 of High Road Conversations, Jason Adams is worth your time. He started at a car dealership at 15, washing cars for 50 bucks a week, went on to sell cars there, run the dealership and then own it, and at 33, by his own account, lost everything but his family and his house. Talking about his own leadership, he put the blind spot plainly: “I can't see my nose right now, but I can see your nose, and you can see my nose, but you can't see your nose.”

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There is a story in the Getting REAL chapter of Agile Sucks! (When You Do It Wrong) that fits a week of pieces about information that never reached the person who could use it. Years ago my coauthor James Wright visited the MIT Media Lab, where one team was digitizing violinists to capture how masters play and another was working on car airbags, and learned how a frustrated engineer looked through the lab windows at the violin project and wondered whether cameras could adjust an airbag’s force to the passenger’s position. The book calls that an airbag moment and is blunt about it: “You can’t force those moments.” What a leader can do is build the conditions, which the book says include “a culture where people talk to each other.”

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