You hired a great veteran. The interview went well. The first month looked strong. Then around month eight, they got quiet. By month ten, they gave notice. You never saw it coming.

This happens more than most employers think. The hire was not the problem. The veteran was not the problem. The gap was the manager. Most first-line managers have never led a veteran before. They do not know what to expect. So small things pile up and the new hire walks.

The good news is simple. Manager training fixes most of this. You do not need a big program. You need to teach your managers a few specific things. This guide gives you the curriculum, the role-play scenarios, and a 30/60/90 checklist you can hand a manager today.

This is the training piece. For the broader playbook, see our guide on why veteran employees stay. This article zooms in on one lever: the person the veteran reports to.

Why Does the Manager Decide if a Veteran Stays?

Veterans come from a world built on leadership. They watched good leaders and bad leaders for years. They know the difference fast. When they get a manager who does not get them, they notice in week one.

The first months matter most. The Department of Labor Employer Guide for Hiring Veterans points to the first 18 months as the window where support matters most. The VA Supervisor Guide to Onboarding Veterans focuses on the first six months. The message is the same. The manager owns this window.

A trained manager keeps the hire. An untrained one loses them. The cost is real. You pay to recruit again. You lose the work that hire would have done. And you lose a strong employee who would have stayed for years.

What Should the Manager Curriculum Cover?

Keep it short. A manager will not sit through eight hours of slides. Build a tight session of about 90 minutes. Cover five things. Each one maps to a real reason veterans leave.

1. How Veterans Communicate

Military communication is direct and brief. A veteran will say what they mean. They expect you to do the same. Some managers read that as blunt or cold. It is neither. It is just clear.

Teach managers to give direct feedback back. Do not soften everything into a question. A veteran wants to know where they stand. Say it plain. They will respect you for it.

2. Why Mission Context Matters

In the military, every task ties to a bigger goal. People know the why. When a manager just hands out tasks with no why, a veteran feels lost. The work feels pointless.

Teach managers to give the mission. Explain how the task fits the team goal. Explain who it helps. This one habit changes everything for a veteran hire.

3. How to Handle Guard and Reserve Duty

Some of your veteran hires still serve. They drill on weekends. They get called to active duty. A manager who treats this as a burden will lose that employee. A manager who supports it builds loyalty for life. We cover the legal side in the next section.

4. Common Manager Mistakes

Teach managers what not to do. Do not assume a veteran has PTSD. Do not thank them for their service and then ignore their input. Do not micromanage someone who led teams under pressure. These small moves push veterans out.

5. The Month-Eight Cliff

Many veteran exits cluster around months eight to ten. The new-job energy fades. The mission feels unclear. Growth feels stuck. A trained manager checks in before this hits. We break down the fix later in this guide.

How Do You Translate Military Communication for Managers?

This is the skill managers ask about most. A veteran talks one way. A civilian manager hears another. The fix is to teach the manager what the words mean.

Veterans use rank and role words. They say things like NCO, squad lead, or shop. A manager who panics at the jargon misses a strong point. Teach them to just ask. A simple "what does that mean here?" works fine.

Veterans also state problems flat. They will tell you a plan is broken. They are not complaining. They are flagging risk early, the way they were trained. A good manager hears this as a gift, not an attack.

Teach managers one more habit. Match the directness. If a veteran asks where they stand, give a straight answer. Do not hide behind soft talk or maybe. A clear yes or no builds trust fast. A vague answer makes a veteran wonder if you are honest with them.

For more on reading veteran candidates well from the start, see our guide on how to interview a veteran candidate. The same skill that helps in the interview helps after the hire.

What Does the Law Require for Guard and Reserve Duty?

Some of your veteran hires are still in the Guard or Reserve. Your managers need to know the rules. The law is called USERRA. It protects service members at work.

Under 38 USC 4312, an employee who leaves for service has the right to come back to their job. The employee gives you notice before they go. After service, they report back or apply within a set window. Short stints, they return the next workday. Longer service, they have up to 14 or 90 days to apply.

There is a five-year cap on total service away from your company. But many duty types do not count toward it. Drill weekends and annual training are often excluded. Your manager does not need to be a lawyer. They just need to know one rule: support the duty, do not punish it.

We go deeper on the legal side in our full guide to USERRA employer obligations for Guard and Reserve. Have your managers read it once. It removes the fear of the unknown.

What Are the Role-Play Scenarios for Manager Training?

Slides are not enough. Managers learn by doing. Run these four role-plays in your training session. One manager plays the boss. One plays the veteran. Then switch.

Scenario 1: The Drill Weekend Request

The veteran tells the manager they have drill next weekend and will miss Friday. The manager must respond. The goal is a calm, supportive answer that also plans coverage. No sighs. No guilt trip.

Scenario 2: The Blunt Feedback

The veteran tells the manager a process is broken and wasting time. The manager must not get defensive. The goal is to hear the point and ask follow-up questions. Treat it as early risk-spotting.

Scenario 3: The Quiet Month Eight

The veteran has gone quiet and seems checked out. The manager must open a real talk. The goal is to ask about growth and mission, not just performance. Catch the drift before it becomes a notice.

Scenario 4: The Acronym Wall

The veteran answers a question using military terms. The manager does not understand. The goal is to ask plainly what the terms mean, with respect, not to nod along lost.

How Do You Coach a Manager Past the Month-Eight Cliff?

This is the big one. Most veteran exits do not come in week one. They come around month eight. The hire is bored, stuck, or unsure where this job goes. A trained manager spots it early.

Teach managers to run a real check-in at month six. Not a status update. A career talk. Ask three questions. Where do you want to grow? What feels unclear? What would make this job better?

Then act on the answers. A veteran will not stay for vague praise. They stay for a clear path. Show them the next role. Give them a stretch project. Tie their work back to the mission.

A formal mentor helps a lot here too. Pairing the hire with another veteran gives them someone who gets it. We cover that in our guide on running a veteran mentorship program. A mentor and a trained manager together are hard to beat.

What Goes in the 30/60/90 Manager Checklist?

Give every manager a simple checklist. It tells them what to do and when. No guessing. Just run the list. This is the part you can hand out today.

This checklist is light on time and heavy on impact. A manager can run it in a few hours spread over three months. The payoff is a hire who stays for years.

How Do You Measure if Manager Training Is Working?

Train your managers, then track the result. Numbers protect the budget. They also show you where a manager still needs help.

Watch four things. First, veteran retention at the one-year mark. Second, time to first promotion for veteran hires. Third, exit-interview themes when a veteran does leave. Fourth, manager check-in completion from the 30/60/90 list.

If a manager keeps losing veterans, that is a coaching signal. Maybe they skip the check-ins. Maybe they resent the drill weekends. Find it and fix it. One bad manager can sink your whole veteran-hiring effort.

Compare teams against each other. If one team keeps veterans and another loses them, the work is the same. The difference is the manager. That gap tells you exactly where to put your next round of training. Numbers turn a vague feeling into a clear plan.

Manager training is not a one-time event. Refresh it once a year. Add new managers as they get promoted. Tie it back to your hiring pipeline so the effort keeps paying off. For the long game on this, our guide on leadership skills veterans bring shows what you protect when you keep these hires.

Where Do You Find Veterans Worth Training Managers For?

Manager training only pays off if you keep hiring strong veterans. That is where Best Military Resume comes in. We sit on the candidate side of this market.

Our pool grows fast. More than 1,000 new veteran profiles get added every month. We have helped build over 60,000 resumes for transitioning service members and veterans. These are people actively looking for their next role.

If you want a steady flow of veteran talent to bring onto teams led by your newly trained managers, we can help. Reach out to partner with us and get access to our veteran talent pool. Train your managers to keep them, and you build a team that lasts.