 Every time a great employee leaves, organizations ask the same question: “Why did they leave?” It’s a fair question. But after working with organizations for more than 25 years, I’ve come to believe there’s a better one. “What made them want to leave?” Because people rarely wake up one morning and decide to quit… It happens gradually. A little frustration here. A little disappointment there. Another meeting where nothing changes. Another project that lacks direction. Another accomplishment that goes unnoticed. Eventually, they stop believing things will improve. A story I’ll never forget  A number of years ago, I watched an organization lose someone who was, without question, one of its greatest assets. She was respected by her colleagues, admired by community partners, and genuinely cared about the organization’s mission. If there was a difficult project, she volunteered. If a problem needed solving, she stepped in. If the community needed someone to represent the organization, she was often the first choice. People trusted her. She wasn’t looking for recognition or applause. She simply wanted to do meaningful work and make a difference. But over time, something changed and her ideas stopped being heard. Her contributions became expected instead of appreciated. Leadership became inconsistent or non existent. Priorities shifted constantly and decisions lacked transparency, and roles became increasingly unclear. She continued to carry the organization forward while receiving less and less support in return. Eventually, she left and at that time, the organization lost far more than an employee. It lost:
And after she left, everyone wondered why… but the signs had been there all along. It’s just that no one had recognized them. These aren’t people problems. Organizations often assume employee turnover is an HR issue, but In reality, it’s frequently an organizational issue. People become frustrated when leadership lacks clarity, exhausted when structures don’t support the work, disengaged when priorities constantly change and lose motivation when success is never acknowledged or celebrated. When these conditions persist long enough, even the most dedicated employees begin looking elsewhere and it’s not because they stopped caring. It’s because they cared for too long without the support they needed. The patterns we see every day At LMDSolutions, we’ve worked with many organizations and the same themes continue to emerge.
By the time someone calls us, they often believe they have a staffing problem. Most of the time…They have a leadership, governance, or organizational design problem. That’s why we wrote Wake-Up Call  Wake-Up Call wasn’t written to criticize organizations. It was written to help them recognize the warning signs before they lose another talented employee. Our model examines organizations through four essential lenses:
Do people understand their roles, responsibilities, and expectations?
Is everyone moving toward the same goals with a clear sense of purpose?
Do governance, leadership, systems, and processes actually support success?
Are progress, accountability, and achievements being measured and celebrated? When one of these pillars weakens, organizations begin to experience symptoms.
When several pillars weaken at the same time, those symptoms become organizational culture. How LMDSolutions can help The good news is that these problems are fixable. That’s what we do. We help organizations diagnose the real issues behind staff turnover, burnout, governance challenges, and operational confusion. Sometimes that starts with a governance assessment and sometimes it’s leadership coaching. Sometimes it’s strategic and operational planning, role clarification, board education, or organizational restructuring and sometimes it starts with a simple conversation. Our goal isn’t to patch over symptoms… our goal is to help organizations build environments where great people want to stay, contribute, and thrive. Did you know replacing exceptional employees is expensive??? It’s economically important to create organizations that values them, supports them, and gives them the structure they need to succeed is one of the best investments an organization can make. Maybe it’s time for a Wake-Up Call If you’ve recently lost talented employees or if you can sense frustration building within your organization, don’t wait until another resignation lands on your desk. Ask a different question. Not, “Why did they leave?” but rather “What are we doing, or failing to do, that makes leaving feel like the better option?” That question has the power to change an organization… and sometimes, all it takes is a Wake-Up Call. Our book, Wake Up Call, helps organizations identify what may be holding them back and develop the knowledge, direction, structure and results needed to move forward.
Author: Lynne Dupuis, CEO and Founder of LMDSolutions
The training and orientation sessions proved to be transformative. They provided me with a deeper understanding of the organization's mission, vision, and values. More importantly, they clarified my role as a board member and the specific responsibilities that came with it. These sessions were not just about theory; they were immersive experiences that allowed me to apply what I had learned in real-world scenarios. As I absorbed this knowledge, I began to feel a significant shift in my confidence and capabilities. I no longer questioned my decisions but embraced them with conviction. The support and mentorship from the organization and fellow board members played a crucial role in this transformation. We shared our experiences, learned from each other's challenges, and celebrated our collective successes. Over time, I witnessed the positive impact of this newfound confidence on our organizations. Our board meetings became more productive, our strategic decisions more purposeful, and our collective vision more unified. It was a remarkable transformation, and it reaffirmed my belief in the importance of governance training for board members. 
My journey from uncertainty to confidence as a board member is a testament to the value of investing in training and orientation. It's a reminder that growth and development are ongoing processes, and there's no shame in seeking the support and education needed to excel in our roles. I am immensely grateful to the organization that recognized this need and provided the tools and resources to empower its board members.
Today, I am proud to serve as a confident and effective board member, knowing my experience is the thing that helps me to provide training to others. This serves as a reminder to all board members that with the right training and support, we can overcome our initial struggles and become powerful agents of positive change. If you are on a Board that could use training, leadership, and the tools to navigate your roles and responsibilities, please reach out! I support Boards in so many ways, from training, reviewing their policies, bylaws and governance models, to strategic planning. Forward this to your team. Check the website for information on our services: I look forward to hearing from you! Cheers! Lynne  Being a CEO or Executive Director places you at a unique intersection of leadership and collaboration, especially in the realm of governance and strategic planning. At this juncture, your role as a co-creator with the Board of Directors is pivotal and LMDSolutions is here to help you at every step of the way. Here’s why your role is important and how we can help:
Fostering a Collaborative Vision: As a CEO, you’re not just a leader but a collaborator. You work closely with the Board to create a shared vision. This involves listening, understanding different perspectives, and integrating these into a cohesive strategic direction.
Solidifying Governance Structures: Good governance is the backbone of any successful organization. As an executive, you play a critical role in establishing and upholding governance policies and bylaws. This ensures that the organization operates ethically, transparently, and effectively.
Strategic Planning: Strategic planning isn’t a solitary task. It’s a synergistic process where you and the Board outline the long-term direction of the organization. This includes setting achievable goals, identifying opportunities, and mitigating risks.
Operational Planning and Implementation: Once the strategy is set, as a CEO, you are crucial in translating these plans into operational realities. This involves allocating resources, leading teams, and ensuring that the organization’s day-to-day activities align with the broader strategic goals.
Monitoring and Adaptation: An effective leader monitors the implementation of plans and is ready to adapt as needed. Working with the Board, you’ll assess performance, make necessary adjustments, and respond to changing external environments.
Communication and Transparency: Regular communication with the Board is vital. As a co-creator, you ensure that the Board is well-informed about the organization’s progress, challenges, and needs. This transparency fosters trust and aids in making informed decisions.
Cultivating Organizational Culture: Lastly, you influence the organization’s culture. Your leadership style, values, and behavior set the tone. A culture of collaboration, innovation, and ethical conduct starts at the top and permeates through the organization.
In essence, as a CEO or Executive Director, your role in partnership with the Board of Directors is multifaceted. It’s about leading yet collaborating, planning yet adapting, and executing while maintaining oversight. It’s this dynamic partnership that forms the bedrock of solid governance and successful strategic and operational planning, monitoring, and implementation. |
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