1. The turnover rate for the organization is higher than average for the industry.
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2. Managers hire employees who are poor fits for their jobs.
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3. Supervisors and managers avoid giving constructive feedback.
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4. Employee performance problems are ignored or handled poorly.
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5. Most supervisors and managers are promoted to their management roles because of their technical expertise.
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6. There has been little or no formal management training provided in the organization.
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7. Work teams charged with tackling critical business issues are floundering.
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8. A common complaint is that meetings take too long and waste time.
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9. Employees often complain about feeling overworked.
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10. Managers discipline or terminate employees without following due process.
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11. Conflicts occur between departments over the organization’s priorities and the allocation of resources.
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12. Supervisors fail to think strategically about the impact of their decisions.
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13. There is a tendency to repeat the same business solutions or methods despite lack of success.
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14. Meetings are seen as unproductive and boring.
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15. New employees are expected to learn on the job with little training or coaching.
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16. Managers and supervisors view performance appraisals as a burden rather than a management tool.
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17. Employees report that they don’t know what is expected of them.
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18. Necessary business change is met with resistance.
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19. Projects are completed over budget or behind schedule.
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20. High performers leave the organization for other opportunities.
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21. Exit interviews indicate that "poor supervision" is a primary reason for leaving the organization.
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22. Managers tend to mandate employee compliance, rather than inspire employee commitment.
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23. Managers express frustration over employees’ attitudes about change.
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24. The organization wastes resources reworking ill-defined projects.
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25. People are more likely to "fight fires" than focus on long-term priorities.
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26. Employees complain that they don't experience praise or recognition for their efforts.
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27. Employees dislike receiving performance appraisals.
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28. Employees kick decisions up to their supervisors, rather than risk making bad decisions.
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29. Though we say teamwork is important for the organization, in reality business results are achieved by individuals, not teams.
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30. Managers want to encourage greater creativity and innovation on the part of staff.
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31. Employees report that they are held accountable for standards that are not explained.
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32. Employees don’t take risks because they fear punishment for their mistakes.
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33. Supervisors and managers are described as controlling or micro-managing.
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34. It is difficult for people in management roles to delegate even to skilled employees.
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35. There is an "us vs. them" or "management vs. staff" adversarial attitude expressed in the organization.
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36. Employees complain that they don't feel heard when they bring up issues.
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37. Conflicts are often attributed to personality or style differences.
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38. Employees depend on their supervisors to manage their careers.
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39. Organizational goals are rarely set, monitored or measured.
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40. Written communications (e.g. email, documents or proposals) tend to be confusing and unclear.
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