The company has many young leaders who excel as individual contributors but lack the training, coaching, and emotional intelligence required to lead effectively. Being a strong "doer" and being a strong "leader" are not mutually inclusive, and unfortunately, that distinction is often overlooked.
There’s a noticeable emphasis on optics. How things appear to others, rather than on execution, efficiency, or doing what’s right for the team and the business. In group settings, some managers openly belittle team members, and there’s little to no intervention or support to help them improve their leadership approach.
Feedback loops are weak. Suggestions and concerns are frequently dismissed, and leadership often defaults to a “my way because I’m in charge” mentality. Conflict avoidance is common, which means underperformance is rarely addressed and accountability suffers.
Decision-making is slow and overly centralized. Leaders act as gatekeepers, requiring even simple tasks to go through multiple layers of approval. This delays delivery and creates unnecessary bottlenecks. Some managers are overly hands-on, while others are completely disengaged. There’s no healthy balance.
Lastly, this is not a tech-forward organization. There’s a lack of understanding around technology strategy, and senior employees with deep expertise are often sidelined if they’re not in formal leadership roles. This results in missed opportunities and underutilized talent.
