Page 127 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

114B RE-ENGAGE

various life experiences and scope of knowledge than the belittling
communication received through middle management would have
anyone believe.”
: “The leaders of the organization do not value their employees.
They do not recognize the good people. There is no appreciation for
going the extra mile or a job well done.”

Lack of accountability and teamwork

: “When employees fail it is because of management, but the employ-
ees get blamed.”
: “This organization is all about internal politics. There are good
departments and groups, but overall, working at this institution
is—in the words of a former manager of mine whom I loved but
who was forced out—like fighting in the Colosseum. We are gladi-
ators defending a piece of ground. There is poor communication,
little cooperation, and only occasional support, and woe be to the
employee who has a bully for a manager.”
: “Our department lacks the necessary leadership to ensure everyone is
held accountable for their actions. Employees are allowed to pass the
buck, which leaves other shifts accountable for getting the job done.”

Micromanaging and controlling

: “The power trip of the local office manager is beyond belief! Fa-
voritism is the name of the game, NOT what is best for the firm
as a whole.”
: “The betterment of the leadership comes way before the betterment
of the community and staff. At this place of employment we experi-
ence a lot of ‘superiorities’ toward the staff, and there’s no freedom
or incentive to be open-minded, to express our thoughts, because of
fear of retaliation from the leaders.”
: “I really enjoy my department and my direct coworkers, but my
manager is a micromanager with horrible communication skills,
and she has managed to sour my work experience here.”