Employee Engagement Specialist | Organizational Change Coach | Empowering Organizations to build a competency for ongoing change | Lean-Agile implementation expert with 30+ Years of Innovation | SPCT | Candidate ILM

Your best people aren't going to tell you they're leaving. They're just going to leave.
By the time someone hands in their notice, the decision was made months ago. A promotion path that went nowhere. A manager who stopped listening. A conversation that never happened.

Most companies find out too late. Then they pay 4x what they thought turnover costs when you add the productivity loss, the project delays, the knowledge walking out the door, and the team stretched thin covering the gap.

I spent 20 years implementing transformation programs at Fortune 500 companies. Watched them obsess over efficiency while bleeding millions in preventable departures they never saw coming.

I co-authored "The Trillion Dollar Problem" to document what most executives miss. Then I co-founded 
Clover ERA to fix it.

Clover ERA shows you which teams are about to break. Before the resignations start.

Daily anonymous check-ins surface what's building beneath the surface. Managers see the patterns and get specific prompts to act. You intervene while there's still time.

We don't prevent every departure. We prevent the ones that didn't have to happen. The ones where someone was waiting for a conversation that never came.

Preventing one departure costs a fraction of replacing them.
If you're losing people you didn't see coming, let's talk.

📅 Schedule Your Free Turnover Analysis: https://outlook.office.com/book/TurnoverAnalysis@cloverera.com/?ismsaljsauthenabled
🔍 Or take the free Team Health Assessment: https://cloverera.com/team-health

Clive Hays

$380K to replace her. 
$0 to follow up.
She asked about the senior role last January. 

Her manager said "let's revisit next quarter."

She brought it up again in spring. Same answer.

By summer, she stopped asking.

Last month, she resigned.

"I had no idea she was still thinking about that role."

I asked what happened after she stopped bringing it up.

"Nothing. I assumed she'd moved on. She seemed fine. Focused on her work. No complaints."

I asked if anyone followed up with her.

He checked his notes. Scrolled through months of 1:1s.

"We talked about her projects. Her deliverables. Never circled back to the role."

I asked what she told him in the exit conversation.

"She said she'd been waiting for us to bring it up. That every month we didn't, she got her answer. By August she was already interviewing."

He was quiet for a moment.

"I thought no news was good news."

It wasn't. No news was her giving up on you.

She didn't leave because she didn't get the role. She left because nobody remembered she wanted it.

Who on your team asked for something six months ago that you never circled back to?

Your best people won’t threaten to leave. They’ll just leave. I show you which teams are about to break | Co-Founder, Clover ERA

A CTO told me their head of product was recognized at an all-hands in October. 
She resigned three weeks later. 

$290K to replace her.

I talked to her manager.

"Were there any signs?"

"None. If anything, she got more helpful in her last few months. Started documenting all her processes. Created onboarding guides for the team. I gave her a shoutout in our all-hands for it."

I asked when the documentation started.

He checked. September.

I asked when she started interviewing.

"She told HR it was October."

"Pull up her Slack messages from August."

He did. For the first time, he saw it.

July: "When WE launch this next quarter..."
August: "When this is rolled out..."
September: "People working on this should know..."

"She stopped saying 'we' three months before she left. I didn't hear it."

Nobody does. The shift from "we" to "........" is one of the quietest exits there is. It happens in emails, Slack messages, meetings. The person stops including themselves in the future.

The documentation wasn't preparation for growth. It was preparation for goodbye.

Who on your team recently stopped saying "we"?

$5.7 million. 
That's what turnover actually cost.
His finance team had it at $800K.

A CEO at a 320-person company asked his CFO for the number. What's turnover costing us?

The answer came back: $800K annually. Recruiting costs, some lost productivity, a rough multiplier from an article somewhere. Reasonable-sounding number.

The real number was $5.7M.

The gap wasn't in what they were measuring. It was in what they weren't.

Three senior salespeople left and took their relationships with them. Revenue impact: not tracked. The engineering team lost its technical lead mid-project. Delayed launch: not tracked.

$800K was the cost they could see. $5.7M was the cost that was actually hitting their business.

Seven times higher than what they budgeted. Seven times higher than what they reported to their board.

When he saw the real math, he didn't argue with it. He said: "Why did nobody show me this before?"

Nobody had done the calculation.

This is one of 78 moments like this. Different companies, same pattern: the number they tracked wasn't the number that mattered.

I wrote them down. The book is called Already Gone.

It launches January 28.

What's the number your finance team isn't tracking?

"How many people left last year?"
"We invested $340K in culture."
That wasn't what I asked.

A CFO told me this last month. Proud of the ping pong tables. The catered lunches. The meditation room.

I asked again. How many left?
Fourteen.

$2.1 million in replacement costs. Six times what they spent on perks.
"But the exit interviews said better opportunities."

I asked about one of them. A senior engineer.
"She asked to switch teams in March. Then again in May."
"What happened?"
"VP said the timing wasn't right."
She resigned in July.

His VP had seen her in the game room every afternoon that summer. Told the CFO the team seemed happy.

She wasn't happy. She was killing time between interviews.

The ping pong table wasn't keeping people. It was hiding the problem.
What's your leadership using as proof the team is happy?

"We haven't announced any layoffs." 
"I know. That's why I'm leaving now."

The market was down. Competitors were cutting. Every all-hands felt tense.

He asked his manager: "Should I be worried?" "I haven't heard anything."

He asked his skip-level: "What's the plan?" "We're monitoring the situation."

He asked HR: "Is my role safe?" "We can't comment on future decisions."

Three non-answers. Three signals that nobody would tell him the truth.

So he found a company that would.

His manager was stunned. "We weren't even planning layoffs."

Didn't matter. The silence said everything.

When people can't get clarity, they create their own. And the story they tell themselves is almost always worse than reality.

He wasn't running from layoffs. He was running from the not knowing.

$280K to replace him.

The conversation cost nothing.

One resignation cost $1.2M.
A senior engineer left in March. 
She'd been there 
six years. 

Never made noise. 
Just quietly accepted another offer. Three more followed.

Her manager told leadership: "It's just one. She got a big offer. Nothing to worry about."

Two weeks later, her closest colleague started interviewing.

"If she's leaving, something's wrong."

He was gone by May.

By July, two more followed. Same team. Same reasoning.

"If they're all leaving, why am I staying?"

Four exits. Four "I've accepted another offer" conversations. The manager was blindsided each time.

Leadership called it a "talent market problem."

It wasn't the market.

It was one resignation that made three others feel possible.

The first person to leave rarely leaves alone. They just leave first.

$1.2M gone. 
Someone on your team is the first domino.
Do you know who?

I'm documenting 78 moments like this in a book called Already Gone. 
FREE gifts and WAITLIST LINK under my name above.

CEO of a 320-person company told me just before Christmas that their turnover cost is $800K.
I asked how she calculated it. "Replacement costs. Recruiting fees. The usual."
I pulled up a calculator. We ran the real math together.

Productivity loss during vacancy. 
Ramp time for new hires. 
Institutional knowledge gone. 
Project delays. 
Client relationships rebuilt from scratch.

$5.7 million.
She went quiet.

Most companies track turnover rate. 
Single digit percentage. Looks manageable.

Nobody tracks turnover cost. Seven figures. Hidden in plain sight.

You're not managing a 6% problem.
You're managing a $5.7 million problem.

When's the last time your CFO calculated the actual dollar cost of turnover?

9 out of 10 people who accept a counter-offer leave within 12 months anyway.
The money wasn't the problem. The resignation proved it.

If salary was the issue, they would have asked for a raise. They didn't. They handed in notice.

A counter-offer says "we'll pay you more to stay."

What it actually says: "We knew what you were worth. We just weren't paying it."

That's not a retention strategy. That's a confession.

The employee hears it. Even if they stay, they remember.

Counter-offers don't prevent turnover. They delay it.

How many has your company made this year? That's not a win rate. That's a warning signal.

She gave them eight years.
They gave her a 15-minute call.
The restructure saved $1.1M. The way they 
handled it cost $4.4M.

Her manager told leadership: "It was handled professionally. Clean. By the book."

Two weeks later, a senior engineer asked to talk.

"I watched how they did it. Eight years and she found out in a 15-minute call. No conversation. No warning. Just a calendar invite and a script."

He resigned the following month.

Then another.

"If that's how it ends here, I'd rather leave on my own terms."

By spring, twelve more were gone. All top performers. All watching.

Leadership called it "unfortunate timing."

It wasn't timing.

It was the 15-minute call that told everyone else what they needed to know.

The decision didn't break trust. The execution did.

Someone on your team remembers how the last one was handled.

What did they decide?

I'm documenting 78 moments like this in a book called Already Gone. FREE gifts and WAITLIST LINK under my name above.

Her manager called her "resilient." 
She was doing the work of three people who'd already quit. 

The first one left in March. No backfill. "We'll redistribute temporarily," leadership said. 

The second left in June. Same story. The third in September.

By October, she was running a department that used to have four people.

Her 1:1s became status updates. No time for development conversations. No time for career planning. Just triage.

Her manager wrote in her review: "Handles pressure exceptionally well. A true team player."

She started interviewing the next week.

"Resilient" isn't a compliment. It's a confession. It means someone is absorbing a failure you haven't fixed.

The company celebrated her in Q3. Lost her in Q4. Spent Q1 trying to replace what three people used to do.

Burnout doesn't announce itself. It gets praised in all-hands and quits on a Tuesday.

Who on your team is "handling it well" right now?

"He's finally getting easier to manage."
Eight weeks later: $390K to replace him.

He used to push back on everything. Decisions. Timelines. Resource allocation.

Then one day, he stopped.

His manager told me: "I actually thought we'd turned a corner. He seemed more agreeable. Less friction in meetings."

I asked what changed eight weeks ago.

"We made a call on the product roadmap. He disagreed. Strongly. We went the other direction anyway."

"And after that?"

"He stopped fighting it. I figured he'd finally accepted the decision."

He hadn't accepted it. He'd given up on being heard.

The pushback wasn't the problem. It was proof he still cared enough to fight.

When he stopped, it wasn't alignment. It was surrender.

The silence wasn't agreement. It was the sound of someone planning their exit.

$390K gone. Someone on your team recently stopped pushing back.

I'm documenting 78 moments like this in a book called Already Gone. FREE gifts and WAITLIST LINK under my name above.

Is that growth, or goodbye?

I wasn't asking for anything. Now I am. And I'm doing it publicly. 5 weeks of stories about what's really happening with managers. 2 million impressions...

My brother Neil and I spent two years figuring out why good people leave. Then eighteen months building something that shows managers what they're missing before someone resigns. 

Not surveys. 
Not exit interviews. 
The early signals.

We built it with five companies who went deep with us. We didn't scale before we were ready. Now we are.

5 new companies. 50 days. Documented publicly. Wins, losses, lessons. All of it.

Why public? Because I've spent five weeks asking managers to be honest about what's not working. Seems fair I do the same.

Some will tune out. Some will follow along and learn something about B2B sales. Some might be one of the five.

If you're running a company between 200 and 500 people and you want to see what's happening with your team before it's too late - reach out. I've got room for five.

"16,000 layoffs."
That's the number Amazon announced today.
Here's the number they didn't announce:

The people who weren't cut but started interviewing anyway.

Research shows voluntary turnover spikes 30-50% in the 6 months following mass layoffs.

16,000 is the plan.
Another 5,000-8,000 is what actually happens.

Those voluntary exits aren't random. They're the people with options. The ones you wanted to keep.

Amazon budgeted for 16,000.
They'll spend for 24,000.

If your company just announced cuts, your survivors are doing math right now.

Not on the business.
On themselves.

Who on your team is "relieved they survived" today but updating their resume tonight?

$560,000.
"Let me look into it."
That was six months ago. He never brought it up again. Neither did she.
This week's newsletter: what your silence is actually saying.

Two stories from the past week. Same pattern. Same ending. Story one: A senior engineer asked his manager about a promotion. The manager said "let me 

Open article: What Your Silence Is Actually Saying by Clive Hays • 2 min read

Annual survey came back: 82% of employees feel valued.
3 months later: $890K in replacement costs.

The survey wasn't just useless. 
It was wrong.

3 of the people who left had clicked "valued." One told me why.

The survey asked if she felt supported by her manager. She thought: "If I say no, will he see this? Will it affect my review? Will I be labeled as difficult?"

She clicked "Agree."

She wasn't answering honestly. She was answering safely. There's a difference.

By the time the results came back in June, she'd already accepted another offer. The survey captured what she was willing to say in March. It didn't capture that she was leaving.

Her manager was blindsided. "She said she felt valued. I saw the data."
He saw what she was willing to say. Not what she actually felt.

Annual surveys don't measure engagement. They measure what employees think their managers want to hear. That's not data. That's theater.

Your last survey came back positive.

How many of those responses were true?

$47M acquisition. Strategic fit. Strong fundamentals.
Everyone smiled for the announcement photo.
Half the team was already on LinkedIn.
This week's newsletter: What acquirers miss in due diligence.

The deal closed in November. $47M acquisition. Strategic fit. Strong fundamentals. Everyone smiled for the announcement photo. Half the team was alrea

Open article: What Acquirers Miss by Clive Hays • 2 min read

I help Businesses Achieve Sustainable Growth | Consulting, Exec. Development & Coaching | 45+ Years | CEO @ S4E | Building M.E., AP & Sth Asia | Best-selling Author, Speaker & Awarded Leader

Is success just another option for you?

Or are you truly committed to betterment?

Industries are changing. Operations are evolving.
An evolved industry demands a new breed of leaders. 

I have spent 46 years in the corporate and entrepreneurial landscape.

During this time, I’ve established 9 businesses, founded 2 companies. 
I’ve worked across 4 continents with people from a hundred different countries.

But the one thing I find most joy in: 

It’s sharing my learnings with aspiring leaders of the world. 
It's these people who are my legacy and who make a difference.

My message is one of resilience.

I’ve lived it personally. 
I’ve battled cancer. Survived divorce. Overcome bankruptcy. 
These challenges tested me to my core, showed me the power of resilience. 

True leadership requires personal growth. 
Those willing to fight for it become an unrecognizable version of themselves.

I draw from experience what I teach.
My method is not simply to explain: But to show.

What do I do? 

➡ I coach, I develop, I transform.

📌 I coach aspiring leaders. 
📌 I help executives achieve their highest potential. 
📌 I help businesses enhance performance sustainably.

So, are you ready to change your story? 
Is success just another option, or will you give it everything?

If you’re ready to fight, I’ll show you how.

Let’s create real growth, real performance, and real value - together.

📞 BOOK A CALL: Connect with me now!   https://coaching4companies.com/contact-us/

As Featured on ABC, NBC, CBS, FOX TV, Digital Journal, and newspapers Boston Globe, Miami Herald, and more.

#PerformanceConsulting #ExecutiveDevelopment #CareerCoaching

My Purpose / our company purpose: "to stimulate the thoughts of world leaders and thereby contribute to the betterment of the global workforce"

Wayne Brown

Leaders are planning for the next quarter, but few are preparing for a 50+ year working life.

Longevity means your career will no longer be a straight 30-year climb and stop. It will move through distinct stages:

Career: Building craft, reputation, and financial base.
Reinvention: Updating skills, roles, and even industries as the world changes.
Mentorship: Turning experience into an asset for the next generation.
Encore: Designing a final chapter that is impact-rich, not title-driven.

If you are leading today, your real edge is learning to navigate these transitions deliberately rather than waiting for the market to force them on you.

Which stage are you in right now—and what would a bold reinvention look like in the next 24 months?
#Longevity #Leadership #CareerReinvention #FutureProofExecutive #WayneBrown #Coaching4Companies

White graphic with red headline “Why Longevity Is Changing Everything About Leadership.” A red upward arc shows four labelled stages—Career, Reinvention, Mentorship, Encore—ending in an arrow pointing up, with a faint hourglass in the background and a footer line that reads “A 30 year career is dead. Your next one might be 50+ years.

AI is not just coming for repetitive tasks. It is quietly rewriting the value equation for many senior roles as well. The question is less “Will my job survive?” and more “Which parts of my role will still deserve a premium human salary?”

A practical way to respond is to run a personal future-proofing scan:
- List the top 10 tasks you perform each week.
- Mark which ones could realistically be automated, augmented, or offshored in the next 3 to 5 years.
- Double down on the uniquely human strengths that remain judgment, narrative building, ethical decisions, and cross-stakeholder future-proofing influence.

Treat this not as a threat, but as a design brief for the next version of your career. The leaders who thrive with AI are already reshaping their roles around what only they can do.

Which task from your current role would you most like to hand over to AI,cross-stakeholder future-proofing, and which will you always want to keep?

#FutureProofExecutive #AIandWork #Leadership #CareerDevelopment #WayneBrown #Coaching4Companiescross-stakeholder

Red and white graphic featuring leadership coach Wayne Brown seated thoughtfully on the right in a black and white photo. On the left, bold red text asks “Is AI Coming for Your Job?” with a subheading inviting viewers to do a “Future Proofing” scan, above a simple illustration of a friendly robot standing beside a professional near a doorway labelled “Jobs.”

Most New Year business resolutions sound inspiring but die by February because they do not change how leaders allocate time, attention, or decision rights. This year can be different if you commit to a small number of execution ready shifts.

Here are three high leverage resolutions for 2026:
1) Replace at least one recurring meeting each week with a deep work block focused on a single strategic priority.
2) Automate or delegate one low value task every month, freeing capacity for client, team, or innovation work.
3) Choose one key metric for each quarter and align projects, incentives, and reviews around it until behaviour changes.

Resolutions only matter if they show up in your calendar, your dashboards, and your conversations with the team. 

What is one concrete resolution you are willing to operationalise for your business in 2026?

#Leadership #2026Goals #StrategyExecution #OperationalExcellence #FutureProofExecutive #WayneBrown #Coaching4Companies

Clean white graphic with bold red headline reading “2026 Resolutions That Actually Move Your Business.” Below the text is a red line art illustration of clocks, calendars, gears, arrows, and connected nodes, symbolising productivity, systems, and upward business momentum for the new year.


AI is not here to replace leaders. It is here to expose the gap between those who adapt and those who stay static.

The executives who stay relevant are already:

Using AI to remove low-value work from their week.
Rebuilding their roles around judgment, narrative, ethics, and stakeholder influence.
Treating every new tool as a prompt to upgrade their own thinking.

In the next disruption, it will not be “AI vs humans.” It will be adaptive leaders reshaping the game while others defend old playbooks.

What is one part of your current role you will actively redesign with AI this year?

#AIandLeadership #Adaptability #FutureOfWork #FutureProofExecutive #WayneBrown #Coaching4Companies

White graphic with bold red headline “AI Won’t Replace You, But Leaders Who Adapt Will Replace Those Who Don’t.” A smooth, faceless human figure stands in the centre while red digital circuit lines and looping bands wrap around the body, symbolising technology augmenting an adaptable leader.


As technology accelerates, many leaders obsess over mastering the latest tools and overlook the one capability that technology cannot copy: emotional intelligence.

EQ is the force multiplier behind every difficult conversation, change initiative, and cross functional project. It shapes whether people trust your message, stay engaged through turbulence, and feel safe enough to innovate.

If you want to future proof your leadership, invest as deliberately in self-awareness, empathy, and relationship skills as you do in AI and analytics. That blend is what will keep you in demand.

#EmotionalIntelligence #AIandLeadership #HumanSkills #FutureOfWork #FutureProofExecutive #WayneBrown #Coaching4Companies

White graphic with red headline “Emotional Intelligence Is Your Most AI Proof Asset.” Across the centre, intertwined red ribbons merge with circuit like lines, with a small brain icon below, representing the fusion of human emotion and technology.

Relevance does not vanish overnight. It fades quietly as your skills, stories, and networks no longer align with the problems your market cares about.

A simple relevance audit can change that trajectory in just 20 minutes. Review your top skills, the trends reshaping your industry, and the last ten people you learned from. Where are you clearly ahead, and where are you coasting on an outdated version of yourself?

Block time this week to run your own audit and choose one concrete upgrade for 2026. Small, consistent moves now can completely reshape the next five years of your leadership journey.

#Relevance #CareerStrategy #LeadershipDevelopment #FutureProofExecutive #WayneBrown #Coaching4Companies​

Professional portrait graphic of Wayne Brown in a dark suit and tie against a light background, with modern red and white design blocks on the right. White text at the bottom reads “The Relevance Audit – 20 Minutes That Could Change Your Next 5 Years” with his name underneath.

Some of the worst leadership decisions are made in the five seconds after an emotional trigger. The email you send, the comment you make, the promise you agree to; these moments compound.

The STOP method creates a built in circuit breaker:
- Step Back: Physically move away from the trigger.
- Take a Breath: Reset your nervous system, not just your thoughts.
- Observe: Name what you are feeling and what outcome you actually want.
- Proceed: Choose the next small, aligned action instead of the most dramatic one.

Practice this in low stakes situations first so it is automatic when the pressure spikes. Your team will experience the difference long before you do.

#EmotionalIntelligence #DecisionMaking #SelfLeadership #FutureProofExecutive #WayneBrown #Coaching4Companies

White and light blue graphic titled “The STOP Method – Making Clear Decisions When Your Emotions Are Screaming.” Four icons represent the steps: S for Step Back with a person walking through a doorway, T for Take a Breath with flowing lines, O for Observe with an eye and “anxious” speech bubble, and P for Proceed with a target and arrow.

Many executives treat resilience as a test of character. In reality, it is a design problem. If your systems leak energy all day, no amount of willpower will save you.

An energy audit looks at how your schedule, environment, and habits either charge or drain you. Identify:

- High value activities that genuinely energise you.
- Hidden drains such as context switching, unclear priorities, and constant notifications.
- Small structural shifts that protect recovery blocks and deep work time.

Resilience becomes sustainable when your systems support your biology instead of fighting it.

#Resilience #EnergyManagement #ExecutivePerformance #Wellbeing #FutureProofExecutive #WayneBrown #Coaching4Companies

White grid background with red title “The Energy Audit – Why Resilience Isn’t About Willpower.” Beneath, a half full red battery icon is shown beside a seated human figure in a meditative pose, connected by circular arrows, with a “Learn More” button at the bottom.


On paper, “just getting by” as a leader looks harmless. Your projects ship, your reviews are fine, nothing is on fire.

But coasting carries a quiet tax: stalled learning, shrinking opportunities, and teams who mirror your low ambition. Over time, it is not only your relevance that erodes, but the culture around you.

Use this week to ask three questions: Where have you stopped stretching? Which relationships are you under-investing in? And what bolder standard would your future self want you to adopt right now?

#Leadership #GrowthMindset #CareerReinvention #FutureProofExecutive #WayneBrown #Coaching4Companies

Red graphic with white headline “The Hidden Cost of ‘Just Getting By’ as a Leader.” At the bottom, three stylised paths diverge from a central figure: one flat path, one spiralling upward with arrows toward a star, and a caption that reads “Coasting looks safe. It’s not.

The hardest decisions in leadership are rarely about choosing between right and wrong. They are about navigating the grey zone under pressure and time constraints.

An ethical GPS gives you a pre set route before the heat of the moment hits. Ask yourself:

- Would I be comfortable if this decision appeared on tomorrow’s front page?
- What would my most trusted mentor advise in this situation?
- If everyone in the organisation acted this way, what kind of culture would we create?
- Will this still feel like the right call five years from now?

Build your answers before the next high stakes decision, so your values can lead rather than your stress response.

#Leadership #EthicalLeadership #DecisionMaking #Integrity #FutureProofExecutive #WayneBrown #Coaching4Companies​

Red graphic with white title “Building Your Ethical GPS Before Your Next Big Decision.” A winding path marked Q1 to Q4 runs up a light beam, with icons for news headlines, a mentor figure, a group of people, and a mailbox, symbolising four guiding questions for ethical choices.


In every boardroom, data gets the attention. Storytelling earns the commitment.

Facts inform the head, but stories connect the dots, humanise the stakes, and make the message repeatable long after the slide deck is closed. When you frame strategy as a story, with a clear setting, challenge, quest, and role for your team, you turn disconnected initiatives into a shared narrative people want to move forward.

For your next update, ask: “What is the story my data is trying to tell, and what role do I want my audience to play in it?”

#Storytelling #LeadershipCommunication #Strategy #Influence #FutureProofExecutive #WayneBrown #Coaching4Companies

Red graphic titled “The Storytelling Advantage – Why Data Informs But Stories Transform.” On the left, three figures stare at charts in speech bubbles labelled “Facts fade,” while on the right, animated figures surrounded by icons, speech bubbles, and a lightbulb are captioned “Stories stick.”

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The Battle

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