The freedom to achieve what really matters |
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Departmental
silos |
Key
employee turnover |
Executives
don't raise standards |
Lack
proactive initiatives |
Not
accountable to stretch goals |
Continue
to put out same fires |
Low
passion for customers |
Don't
seize opportunities |
Poor teamwork and innovation |
Strong personal agendas |
Cost centers do not add growth |
Excess
control dilutes passion |
All
employees want to be free to focus on |
| 12. Departmental Silos |
| Excessive politics; examples of bosses who have their own priorities; lack of emphasis on making other departments successful |
| 11. Key employee turnover |
| Employees lack the freedom to openly contribute; feel disconnected with the corporate values; low recognition; lack of trust in leadership |
| 10. Executives don't set the highest standards |
| Failure to establish rewards and emphasis on the corporate good; little accountability that employees can expect from the executive level |
| 9. Inability to pre-empt competition |
| Over-emphasis on doing things right instead of doing the right things; lack of understanding of how to contribute to "what really matters" |
| 8. Lack accountability to reach new levels |
| Employees do not feel the freedom to fail nor see accountability to support them; concern that personal agendas take priority; mixed signals on what is important |
| 7. Continue to put out same fires |
| Few rewards for thinking "outside the box;" lack of delegation to solve the everyday problems; lack of focus on "what really matters" |
| 6. Low passion for the customer |
| Internal politics interfere with corporate goals; lack of definition of what makes the customer successful and how it is supported internally |
| 5. Do not seize opportunities |
| Loss of focus on what really matters and what is important to the customer; lack of internalizing what the customer needs |
| 4. Lack of teamwork and innovation |
| Conflict of the corporate good vs. department priorities/silos; examples and rewards given for self-promotion over supporting the success of others |
| 3. Personal agendas over corporate good |
|
Emphasis and example set on personal achievements over supporting others;
no clear reward for seeking the corporate good |
| 2. Cost-centers don't contribute to growth |
| Lack of understanding how each department must make the customer successful and in itself become a competitive advantage |
| 1. Over-management dilutes passion |
| Poor understanding of what is important with the freedom to pursue goals; poor examples of humility supporting others including peers & supervisors |
