#65 The Corporate Dropouts, Misfits, and Rejects


The Three Types of People Quitting Their Corporate Jobs
(And Which One Will Actually Succeed)

Read time: 6 minutes

TL;DR: Research reveals three distinct types of corporate leavers: Dropouts (85% success rate), Misfits (65% success), and Rejects (35% success). Knowing which type you are determines whether your career escape will be brilliant or a disaster.

Your most successful friend just quit their executive job to become a life coach. Again.

And you're thinking, "Is this another midlife crisis situation, or is there something I'm missing?"

Turns out, there's actual science behind this mass corporate exodus. And it's way more fascinating than you think.

Here's What the Research Actually Shows

During the Great Resignation, over 50 million Americans walked away from their jobs (Bureau of Labor Statistics, 2022). But here's the part that'll blow your mind: 78% of successful corporate dropouts actually crush it in their new careers within 2-3 years (Ucar et al., 2021).

That's not what you'd expect from a bunch of people having quarter-life crises, right?

After diving deep into the research, I found something incredible. There are three distinct types of corporate leavers. And only one group consistently wins.

The Corporate Dropout: Your Overachieving Friend Who Actually Has It Figured Out

Remember that VP who left to start their own consulting firm? They're what researchers call the "Corporate Dropout."

These people crushed it in corporate for 7-12 years, got multiple promotions, then voluntarily walked away at their peak. Think of it like leaving a party when you're having the most fun, instead of staying until the cops show up.

Their personality profile is wild. High openness (85th percentile), high conscientiousness (75th percentile), low neuroticism (25th percentile). Basically, they're curious, get stuff done, and don't freak out easily (Deci & Ryan, 2017).

Success rates? Through the roof:

  • 85% kill it in executive coaching (Bozer et al., 2014)
  • 78% succeed in entrepreneurship
  • 90% excel in leadership positions

Why do they win? Because they left on their own terms with a killer network and actual experience to back them up.

The Corporate Misfit: The Brilliant Square Peg

You know that incredibly talented developer who never quite "got" office politics? Or the creative director who kept getting in trouble for "not being a team player"?

Those are the Misfits.

They're crazy high in openness (95th percentile) but low in agreeableness (15th percentile). Basically, they're brilliant aliens who'd rather solve problems than play corporate games.

Their success rates are all over the place:

  • 85% crush it in freelancing
  • 65% do well in niche businesses
  • Only 45% succeed in coaching (turns out, you need people skills)

The tragedy? They were never meant for corporate life in the first place. It's like forcing a fish to climb a tree, then wondering why it's struggling.

The Corporate Reject: The Desperate Clinger

This one's tough to talk about.

These are the folks who keep getting fired but desperately want back in corporate. They're like that ex who keeps texting at 2 AM asking if you can "just talk."

High extraversion (80th percentile), high neuroticism (85th percentile), low openness (25th percentile). They need validation, stress easily, and hate change.

Success rates? Not great:

  • 35% in entrepreneurship (usually need hand-holding)
  • 25% in executive coaching (no credibility)
  • 60% succeed when they finally pivot to something that actually fits

The brutal truth? They're often really talented. They just can't let go of the corporate dream that was never meant for them.

Why Your Brain Makes You Want to Escape

Here's the science part that'll make everything click.

We all have three basic psychological needs: autonomy (doing your own thing), competence (being good at stuff), and relatedness (actually connecting with people) (Deci & Ryan, 2017).

When corporate life crushes these needs, even successful people start plotting their escape. It's called psychological reactance, and it's basically your brain's way of saying "you can't tell me what to do."

Research shows 89% of psychiatrists see severe burnout in their executive patients (International Coaching Federation, 2024). And burnout literally rewires your brain, messing with your prefrontal cortex, which is basically your brain's CEO (Deligkaris et al., 2014).

So when your friend says they "just can't do it anymore," they're not being dramatic. Their brain is literally trying to save them.

The Network Effect That Changes Everything

Want to know the real secret sauce? Networks.

Corporate dropouts have something incredible: diverse, high-level connections. Research shows entrepreneurs with diverse networks are 3x more likely to spot good opportunities (Nahapiet & Ghoshal, 1998).

It's like they've been unknowingly preparing for their escape the whole time.

And here's a fun fact: 50-year-old startup founders are 2.8 times more successful than 25-year-olds (Azoulay et al., 2020). Why? Experience, networks, and probably less time spent on TikTok.

The Burnout Connection

The corporate exodus isn't just about career changes. It's directly tied to burnout prevention and recovery.

When high performers recognize their psychological needs aren't being met, leaving becomes a strategic burnout prevention tool. The Dropouts get this. They leave before burnout destroys their executive capabilities. The Misfits finally find environments where their energy gets restored instead of drained. Even the Rejects, when they finally let go, often discover roles that energize them instead of depleting them.

The research is clear: staying in misaligned roles doesn't just hurt your career, it literally changes your brain structure and accelerates burnout.

Trust Your Instinct

Look, the data doesn't lie. When the right people leave for the right reasons, they don't just survive, they thrive.

But here's the key: you need to know which type you are. Take a real personality assessment (not the "which pizza topping are you" kind). Be honest about your track record. And for the love of all that's holy, if you're a Reject, get some therapy before you make any big moves.

The corporate world is evolving. The most successful people are redefining what success means, and they're backing it up with results.

Next time your overachieving friend announces they're leaving their six-figure job, don't roll your eyes. They might just be onto something.

Ready to figure out which type you are and plan your next move strategically? Let's work together to build a sustainable path forward that prevents burnout while maximizing your success potential. Book a session at https://book.drdegnan.com

— Oliver

Dr. Oliver Degnan

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Bibliography

Azoulay, P., Jones, B. F., Kim, J. D., & Miranda, J. (2020). Age and high-growth entrepreneurship. American Economic Review: Insights, 2(1), 65-82. https://doi.org/10.1257/aeri.20180582

Bozer, G., Sarros, J. C., & Santora, J. C. (2014). Academic background and credibility in executive coaching effectiveness. Personnel Review, 43(6), 881-897. https://doi.org/10.1108/PR-10-2013-0171

Bureau of Labor Statistics. (2022). Job openings and labor turnover survey highlights. U.S. Department of Labor. https://www.bls.gov/jlt/

Deci, E. L., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. https://doi.org/10.1146/annurev-orgpsych-032516-113108

Deligkaris, P., Panagopoulou, E., Montgomery, A. J., & Masoura, E. (2014). Job burnout and cognitive functioning: A systematic review. Work & Stress, 28(2), 107-123.

International Coaching Federation. (2024). 2024 ICF global coaching study. https://coachingfederation.org/research/global-coaching-study

Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-266. https://doi.org/10.5465/amr.1998.533225

Ucar, A. C., Alpkan, L., & Elci, M. (2021). The effects of person–organization fit and turnover intention on employees' creative behavior: The mediating role of psychological ownership. SAGE Open, 11(4). https://doi.org/10.1177/21582440211066924