Every organization has Corporate Disconnect lurking somewhere in the shadows of their organization and every day that it’s allowed to continue or grow, it’s costing you sales, profits and consistent effective performance that leads to healthy and stable growth.
-It doesn’t matter whether you are a start-up or have been in
business for over 50 years
-Have 5 employees or over 5000
-Sell a service or a product
-Have a local market or are a Global organization
-Have under 1 million in sales or over 50 billion
Corporate Disconnect is;
- When the realities that exist at the lower levels of an organization and in the market place do not accurately, consistently and congruently find their way to the highest levels of the organization – where direction is set, goals are established, vision is created and major decisions are made.
- When the vision, mission, purpose, direction and leadership at the highest levels of an organization do not accurately radiate throughout the entire organization with integrity, accuracy, clarity, accountability and consistency.
- When corporate-wide and top-down messages lack consistency and accountability and negatively impact the integrity of bottom-up communication, employee performance and effectiveness.
Let me repeat, every organization has Corporate Disconnect and if its symptoms are ignored, its causes not eliminated, sooner or later it will have a negative impact on your sales, margins, profits, customer loyalty and healthy growth.
Not sure where your Corporate Disconnect is stealing from your bottom line? Not sure where your Corporate Disconnect is hurting your business growth? Not sure how your management style, culture or employee attitudes are contributing to your Corporate Disconnect? Complete the following questionnaire – it will give you some perspective on where and how this disease is impacting your organization’s success and even possible survival.
I would recommend that you have every employee complete this before you start a new year – and then have them share their results with you – again if you have the courage to face reality . . .
The Questions
1. I believe there is very little communication breakdown in my organization between the top-down messages and their interpretation, understanding and acceptance at the 20,000- and 500-foot levels. Yes / No
2. The employees at the 500-foot level are honestly communicating reality to the managers at the 20,000 level. Yes / No
3. The managers at the 20,000-foot level are honestly communicating the information from the 500-foot level up to the 40,000-foot level without white-washing it or putting a positive spin on any negatives. Yes / No
4. The vision of our organization is clear to every employee. Yes / No
5. The vision of this company is embraced by most employees. Yes / No
6. Generally speaking, most employees trust management at both the 20,000- and 40,000- foot levels. Yes /No
7. Generally speaking, most employees at all levels respect each other. Yes / No
8. Morale at the 20,000-foot level is mostly positive. Yes / No
9. Morale at the 500-foot level is mostly positive. Yes / No
10. There are very few breakdowns in communication between departments. Yes / No
11. Decision-making at the 40,000-foot level that impacts managers at the 20,000-foot level is done after consultation with these employees. Yes / No
12. Decision-making at the 20,000-foot level that impacts employees at the 500-foot level is done after consultation with these employees. Yes / No
13. Most employees feel they receive adequate recognition and appreciation for the work they do. Yes / No
14. Most managers feel they receive adequate recognition and appreciation for the work they do. Yes / No
15. Most employees feel that working in our organization is a fulfilling and rewarding experience. Yes / No
16. Most employees believe that our organization is a fun place to work.
Yes / No
17. Employee reviews are done on time and in a professional and effective way. Yes / No
18. New employees are adequately indoctrinated into our organization. Yes / No
19. Exit interviews are conducted with every employee who leaves, regardless of the reason. Yes / No
20. Most employees feel that their compensation is fair for the experience they have and the work they do. Yes / No
21. There are very few hidden agendas among our employees, whether individually, within departments and/or with other departments. Yes / No
22. Fear/punishment and/or incentive/reward are the primary means of motivating our employees. Yes / No
23. Generally speaking, all employees who are given responsibility are also given the authority to use the resources necessary to carry out these responsibilities. Yes / No
24. Our employees feel they receive adequate and on-going training for their area of expertise and responsibility. Yes / No
25. Most managers do an effective job of coaching their employees. Yes / No
26. The goals and direction of our organization are clear to all employees.
Yes / No
27. The goals of our organization are embraced by most of our employees.
Yes / No
28. The management style of our organization is empowering. Yes / No
29. Our corporate culture is positive and motivating. Yes / No
30. Our managers feel they receive adequate training. Yes / No
31. Our customers always receive excellent service from all employees.
Yes / No
32. The management style of our organization is based on responsibility rather than accountability. Yes / No
33. All of our employees are treated with fairness and equality. Yes / No
34. Most of our employees feel like they are involved and “in on things” rather than just doing a job they are paid to do. Yes / No
35. There are no sacred cows in our organization. Yes / No
36. There is no emotional deadwood in our organization. Yes / No
37. Very few employees have their resume on the street. Yes / No
38. It is easy to attract the best employees to our organization. Yes / No
39. Our culture is based on integrity and honesty. Yes / No
40. There is a clear career path in our organization for all employees. Yes / No
41. The hiring process at our organization is effective. Yes / No
42. There is nothing broken in our organization. Yes / No
43. Senior management is accurately in touch with the reality of the organization. Yes / No
44. Most meetings are productive and effective. Yes / No
45. We have a clear, well-communicated and accountable strategic plan for the organization. Yes / No
46. Generally, employees are held accountable for their actions when not appropriate. Yes / No
47. All employees are encouraged to think creatively and be innovative.
Yes / No
48. Roles and responsibilities of each employee and department are clear to everyone involved. Yes / No
49. It’s okay to make mistakes and have failures in our organization without the fear of retribution. Yes / No
50. Dissent from employees is encouraged when appropriate. Yes / No
51. Ego is driving our organization. Yes / No
52. Our managers have a business coach. Yes / No
53. Management expectations are communicated clearly and consistently to all employees. Yes / No
54. Technology, rather than the human touch, is driving our business. Yes / No
55. Management manages by example. Yes / No
56. Many of our employees are under a great deal of stress. Yes / No
57. Our organization is experiencing significant change. Yes / No
58. Certain employees are burning out due to over-work or inadequate resources. Yes / No
59. Our organization operates with a strategic planning mindset. Yes / No
60. Our managers tend to hire under pressure. Yes / No
61. Our managers tend to do things themselves rather than delegate them.
Yes / No
62. Our managers tend to inspect and measure their expectations. Yes / No
63. Negative feedback exceeds positive. Yes / No
64. Performance is rewarded more than position or tenure. Yes / No
65. Employees tend to take ownership of projects and initiatives. Yes / No
66. Employee productivity is an issue in one or more departments. Yes / No
67. Standards, policies and procedures are the same for everyone. Yes / No
68. Employee development is seen as a cost rather than an investment.
Yes / No
69. Management greed drives the organization. Yes / No
70. Managers can admit they were wrong or made a mistake. Yes / No
71. A leadership mindset permeates the entire organization. Yes / No
72. Employee surveys are done routinely. Yes / No
73. If yes, the results are taken seriously and implemented where appropriate. Yes / No
74. Managers, generally, really listen to employees. Yes / No
75. Employees really listen to customers. Yes / No
76. Our organization’s focus is on what’s not working rather than what is working. Yes / No
77. Certain employees have behaviors or attitudes that are not contributing to our effectiveness. Yes / No
78. Some employees need to be let go, but we are not taking action. Yes / No
79. Our core values are embraced by all employees. Yes / No
80. Our management style is predominately top-down. Yes / No
81. We have a mentoring culture. Yes / No
82. Resource allocation is in turmoil. Yes / No
83. Our employee development budget is adequate to ensure peak-performance employees. Yes / No
84. Our organization is living up to its potential. Yes / No
85. A lot of “stuff” is falling through the cracks. Yes / No
86. Sales have not consistently increased during the past few years. Yes / No
87. Our warranty costs are getting out of hand. Yes / No
88. We are losing good employees during their first 12 months of employment. Yes / No
89. Our cost of sales is increasing more than necessary. Yes / No
90. Management turnover is a problem. Yes / No
91. Employees believe management is penny wise and pound foolish. Yes / No
92. Some vendor relationships are strained. Yes / No
93. Employees are not taking responsibility for their mistakes or errors. Yes / No
94. Our organization has decision paranoia. Yes / No
95. Our customers are becoming more price resistant. Yes / No
96. Sales are lagging due to economic circumstances. Yes / No
97. Senior management is increasingly frustrated with the lack of growth, sales and profits. Yes / No
98. We are losing increased business to competitors. Yes / No
99. Our CD is: minimal – moderate – severe (choose one).