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The Power of “We” to Magnify Engagement C157

: “Managers manage to their personal incentive programs. They
care very little about what is best for the business.”

Leaders Avoiding Accountability and
Pointing Fingers
In many companies, executive team members do not play as a team.
Instead, they compete for resources and engage in turf battles that
distract from their focus on the bigger picture: engaging employees
and customers. These comments indicate as much:

: “There are far too many turf issues and too little accountability.”
: “Employees fail because of management, but the employees get
blamed.”
: “Within teams, there is an excellent attitude. However, working
with other teams is often like pulling teeth, for lack of a better
phrase. This all starts with upper management’s lack of account-
ability; everything is always the fault of another department. This
attitude has come to pervade the company at many levels and now
negatively impacts daily production levels.”

Senior Leaders Setting a Poor Example
of Teamwork
The avoidance of accountability and the prevalence of blaming behav-
ior are often indicative of a larger issue—poor teamwork at the very
top of the organization that creates fodder for further disengagement
among employees who observe it:

: “The biggest problem is accountability and a decided lack of high-
level teamwork.”