Among a long list of issues, Lindamood-Bell has a flawed business structure. They promote from within, which seems like a good thing, but it leads to people being promoted beyond their competence. A clinician will be promoted to consultant and then to Assistant Center Director and then Center Director. But there is not really any preparation for this shift from an education role to a business and sales role.
Lindamood-Bell also doesn't view the clinicians with the respect of educators, but more as replaceable underlings (Revolving door hiring). It is very difficult to make things work financially as an (often part-time) clinician, and there is no guarantee of hours from week to week.
Naturally, if a clinician is offered a promotion into an operations role, it seems like a welcome opportunity. But while clinicians are hardly trusted outside of leading sessions, operations teams are expected to bend over backwards to lead the center. There are countless responsibilities that only Operations team members have access to and not enough time in the day to make a dent. They handle all parent interaction and inevitably end up managing staff since the rest of leadership (their direct supervisors) are locked away in meetings or overwhelmed maintaining compliance for lesson plans. If office hours become plentiful (student absences), it falls upon the operations team to come up with a nonsense task for clinicians as they aren't allowed to delegate anything that would relieve their own sheer amount of work.
While some parents are very nice, many view the operations team as those with the least credentials and therefore talk down to them (even though most operations members were first educators). Since parents are often feeling a sense of hopelessness with their students, if they need someone to take out their frustration on, they will frequently choose the Operations team members.