In just over 6 months three changes #manager. It’s not bad luck. It’s a signal.

When a manager comes in and out in a few weeks, the error doesn’t arise from the profile. It arises from the corporate structure. The manager arrives, finds #roles nuanced, #goals mobile, written delegations without operational power. Try to intervene: you encounter silent walls. He understands a simple thing. The position promised authority, the organization granted exposure and that point comes out. Three managers in six months indicate one #Direction incapable of defining the mandate. They indicate one #selection based on the prestige of #curriculum, not on #responsibility real. They indicate a #onboarding absent. They indicate a#agency ready to demand results, not to support #decisions. The real cost does not concern the next insertion. It’s about the #trust internal.

When I look at company data, e

– Every exit reinforces the teams’ cynicism.

– Each change reduces alignment.

– Every failure makes it less credible #leadership.

The useful question is not about blame. It’s about the #system. What structure makes the exit of those who enter inevitable? As long as this response is missing, the #turnover managerial becomes a rule. Managerial stability depends on clarity of #role, #governance consistent, solid relationship with management. It doesn’t depend on individual talent. #Kotter connects the failures of #leadership to organizations lacking strategic alignment. If this pattern repeats, stopping is worth more than hiring again.