or the sense that their contributions no longer matter . Whatever the cause , it ’ s essential for leaders to take immediate action .
Leadership needs to act swiftly when they notice this shift in attitude . First , they must reconnect with their employees to understand what ’ s driving this change . Is it a lack of motivation because their efforts aren ’ t recognized ? Is it a sense of futility because decisions are made at the top without consultation ? Whatever the cause , leadership needs to show that they value the input and enthusiasm of their team .
When People Once Considered Untouchables Begin To Leave
Every company has its untouchables - the individuals who embody the brand , live and breathe the company culture , and contribute significantly to its success . These are the people you never expect to lose . Their loyalty seems unwavering , and they are often seen as pillars of the organization . However , when these very individuals start resigning , it ’ s a clear indication that something is deeply wrong .
Untouchables are often the strongest advocates of the company , the ones who defend its mission and values even when times are tough . Their departure sends shockwaves through the organization , not just because of the immediate loss of talent and institutional knowledge , but because it undermines the morale of the remaining workforce . Employees begin to wonder : if the most loyal , dedicated individuals are leaving , what does that mean for the future of the company ? Suddenly , the idea that the grass may be greener on the other side becomes more
than just a thought - it becomes a reality worth exploring .
Still using John Bull Inc . as our case study , because of all the companies I have worked with , it embodied everything that we are discussing today . It was once a vibrant and fast-growing company , but it experienced this crisis first-hand . The company was hit with a wave of resignations from key directors , individuals who had been with the company from the early days , growing with it and shaping its culture .
These were not just ordinary employees ; they were the very custodians of the brand . They were the ones who could stand in for the CEO at high-level functions and meetings . To everyone in the company and industry , these directors were synonymous with John Bull Inc . They were woven into the very fabric of the organization , and no one could have imagined they would ever leave . But they did - one after the other , in rapid succession .
This mass exodus wasn ’ t just shocking ; it was devastating . These directors had been seen as untouchable , inseparable from the CEO and the company ' s core values . They had led critical projects , guided teams , and earned the respect and loyalty of employees across all levels of the company . Their sudden departure left a void that was impossible to fill overnight . What was worse , their exit sparked fear and uncertainty among the remaining staff . If these individuals , who had been so close to the heart of the company , were leaving , what did that say about the company ’ s future ?
Michael ( not his real name ) had been with John Bull Inc . since its inception . He was one of the original members of the leadership team and had a close personal
When discussing SWOT analysis , unfortunately , people never discuss the fact that the greatest threat to the continuous existence of a successful company is its own success . Before companies attain a critical level of success , they take feedback constructively , but when they attain a cruise level , they consider feedback as the voices of the jealous . relationship with the CEO . He was the one people turned to when they needed clarity on company direction , the one who mentored new recruits , and the one who could walk into a boardroom and represent the company with authority and confidence .
For years , Michael had been the face of stability in the company . He was a champion of the company ' s mission , often the first to rally his team behind a new initiative or project . He had given his heart and soul to the company , and everyone saw him as the CEO ’ s right-hand man . So , when whispers began circulating that Michael was leaving , no one believed it . It seemed impossible .
But then , the impossible happened . Michael tendered his resignation . His departure sent a clear message to everyone at John Bull Inc . The departure wasn ’ t about money , nor was it about career advancement . Michael had simply reached a point where he no longer felt aligned with the company ' s direction . He had seen a shift in leadership priorities , a decline in the collaborative spirit that had once defined the company , and a growing disconnect between the leadership team and the rest of the staff . Despite his loyalty , despite his history with the company , Michael could no longer stay .
Michael ’ s resignation was the beginning of a domino effect . In the weeks that followed , three other senior directors - people who had been seen as pillars of the company - also left . These were individuals who , like Michael , had helped build the company from the ground up . Their departures caused panic , and many employees began updating their résumés , looking for opportunities elsewhere .
The problem wasn ’ t just that these key players had left ; it was what their departure represented . If the untouchables - the people who had been closest to the CEO - were walking away , it signalled that something was fundamentally wrong . The loyalty they had once felt to the company had been broken , and their leaving created a vacuum of trust and stability .
When people who were once so deeply ingrained in the culture and success of a company start to leave , it often points to systemic issues that have gone unaddressed . These individuals don ’ t leave over minor grievances . Their departure usually comes after a long period of feeling unheard , unvalued , or misaligned with the company ' s leadership and direction .
For Michael and his peers , their departure
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