When a senior account manager resigns, they do not just take their paycheck. They take three years of client context, the informal relationships that kept that account stable, and the trust that took your organization years to build. When two departments are solving the same problem without knowing the other exists, your organization is paying twice for work that should have been shared. When a new hire spends their first ninety days trying to figure out who to talk to, your organization is absorbing a productivity cost that has no line item on any budget.
These are relationship capital problems. And they compound quietly until they become expensive.


