Christi Says Goodbye. It's Official, Christi Lucero Followed Ted Treat Resignation in Just a Couple of Days Apart. Is THD Activity Section curse ? Or As Shakespeare says in Hamlet, Something is rotten in Denmark? Meanwhile, the incoming Activity Manager, Vanessa De Guzman is expected to start her first day on November 12.
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Dear Residents of The Heritage Downtown,
I wanted to take a moment to say how much I truly enjoyed my time working with all of you. It was such a joy getting to know so many wonderful people — each of you made my days brighter. I especially treasure the laughter we shared during our excursions; the trip to the Oakland Zoo will always stand out as one of my favorite memories.
I also have such fond memories of our Saturday craft sessions with all the ladies — and David! Those afternoons were always full of laughter, creativity, and connection. And our tea party together was such a special day — so much fun, so much joy. I hope they’ll plan another one for you in the spring; you all deserve another beautiful afternoon like that.
I’m so sorry I didn’t get the chance to say goodbye to everyone in person. You all hold a special place in my heart, and I will miss you dearly. Ted and I talked about how nice it would be to meet up in Walnut Creek sometime — maybe for coffee, to share a few laughs, say our proper goodbyes, or simply celebrate the holidays together. I hope that might still happen.
To those I missed, like you, Sue Holt — I was looking for you on Wednesday and regret that I didn’t get to say goodbye. Please know that I was thinking of you, and of all the wonderful residents who made this job so meaningful.
Even though things didn’t work out the way we hoped, Ted and I both wanted nothing more than to bring joy, activities, and happy moments to your days. Our hands were tied at times, but our hearts were always in it. You made us smile, and I will always be grateful for the time we shared.
With much love,
Christi
my emal address is christilucero@gmail.com
Lets try and meet on a afternoon in Walnut Creek for coffee or wine.!
Just know I loved you all. Happy H
Personal Note: THD Residents wished you good luck in your new venture. I missed you in our 💚Arts and Craft Projects...David
Here's my Food For Thought For Today:
Lastly, the recent Resignations of Ted Treat and Christi Lucero reminded me of the following article: Why Some Organizations Struggle with High Employee Turnover
Employee turnover is more than just a staffing issue — it’s a reflection of an organization’s culture, leadership style, and priorities. When talented individuals consistently leave, it often signals deeper problems within the workplace. While there are many contributing factors, three stand out as the most common causes: low pay without benefits, micromanagement, and dead-end positions.
1. Low Pay Without Benefits: When Hard Work Feels Unrewarded
Compensation is one of the clearest indicators of how much an organization values its people. When employees feel underpaid or receive no meaningful benefits such as healthcare, retirement contributions, or paid leave, morale quickly erodes.
Even the most loyal workers eventually start looking elsewhere when they realize their dedication isn’t matched by fair compensation. Low pay not only drives turnover but also discourages productivity — employees begin to do the bare minimum rather than striving for excellence.
2. Micromanagement: The Silent Killer of Motivation
Micromanagement is one of the most toxic workplace behaviors, often disguised as “attention to detail” or “hands-on leadership.” In truth, it communicates a lack of trust. When managers constantly hover, question every decision, or demand control over every task, employees feel suffocated and demoralized.
Here are some of the harmful effects of micromanagement:
Stifled creativity: Employees stop thinking independently because every idea must pass through a controlling filter.
Low morale: Constant oversight sends the message, “I don’t trust you,” which quickly drains enthusiasm.
Reduced productivity: Instead of focusing on meaningful work, employees spend time appeasing the manager or second-guessing themselves.
High burnout rates: The stress of constant scrutiny leads to frustration, anxiety, and eventually resignation.
Loss of talent: The most capable employees — those who value autonomy — are often the first to leave.
Micromanagement may give short-term results, but in the long run, it breeds disengagement and drives away the very people who could have helped the organization grow.
3. Dead-End Positions: When There’s Nowhere to Go
Employees thrive when they see a future for themselves — a chance to learn, advance, and be recognized. In organizations that offer no clear path for promotion or personal growth, workers eventually feel stuck.
A “dead-end job” creates a sense of stagnation, where effort no longer equals opportunity. Over time, this lack of progress leads to disengagement and resignation, often to competitors who provide better career prospects.
The Bigger Picture: The Cost of Turnover
High turnover doesn’t just affect morale; it’s expensive. Constantly recruiting, hiring, and training new staff drains both time and money. Moreover, frequent departures disrupt workflow, weaken team cohesion, and can damage an organization’s reputation among job seekers.
Building a Healthier Workplace
Reducing turnover begins with respecting and empowering employees. Pay them fairly. Trust them to do their work. Provide room for growth and recognize achievements. Leadership isn’t about control — it’s about creating an environment where people want to stay and contribute their best.
When organizations invest in their people, they don’t just retain employees — they cultivate loyalty, creativity, and long-term success.
