A-Gas faced significant challenges, particularly with the lack of investment in people projects to help drive transformation. Communication was poor at head office, and leadership often seemed disconnected from the realities of the business. There is a cyclical nature to the business that consistently leads to regional downturns in business. Financial and sales forecasting appears to be focused on the short term, despite having years of historical data. I’ve witnessed senior leaders and ‘experienced managers’ struggle with difficult conversations, relying heavily on HR to manage performance issues. Additionally, the lack of structured career pathways and mentorship programs, combined with an inconsistent approach to promotions, made it harder to see a clear advancement path for many employees.
Company Culture:
The culture shifted from being supportive and people-focused to more corporate as the company grew. It became more competitive than collaborative, and whilst this is understandable given the A-Gas’ future direction, it meant that some of the more nurturing aspects of the company’s past were lost. The leadership at times did not set the right example, with many senior leaders at head office rarely interacting with employees on the floor below. This disconnect, coupled with a lack of visible commitment to developing managers, is a significant issue, although there are plans in place to tackle this element.
