Many managers and executives sabotage employee performance systematically and regularly. Why would they consciously or unconsciously sabotage organization success with this destructive management style? Change can be either a curse or a blessing. Most people fear, dislike and resist any change that they perceive threatens their security, future success or well being.

Regardless of the best corporate intentions or agendas surrounding any change in policy, procedure, re-organization or expansion, employees from the boardroom to the lunchroom tend to think the worst when change appears on the scene. Regardless of its purpose, need or anticipated outcome change is often a saboteur of individual performance and organization productivity and profits.

In order to maintain and or increase market share, competitive posture, or long term financial stability, while keeping customer satisfaction high and turnover to a minimum, it is essential that the perceptions, attitudes, values and expectations of your human resources be taken seriously into account. In my thirty plus years of experience as a trainer, speaker and consultant to a wide variety and size organizations worldwide I have discovered there are twelve key issues that sabotage employee performance and productivity.

They are,

1.Arrogance 2. Ignorance 3. Poor or no coaching 4. Poor hiring practices 5. Isolation 6. Clouded perceptions 7. Ego, Management style 8. Inconsistent communication patterns 9. Inadequate human resource development and training 10. Negative motivational climate 11. Poorly communicated corporate direction and goals 12. Not in touch with reality 13. Inconsistent feedback mechanisms 14. Corporate Culture.

Let's look at a few of these briefly.

Arrogance. This is the general attitude that the organization is invincible regardless of its abuses of customers, employees, the environment, vendors or competitors.

Ignorance. This is often related to arrogance, but it goes even deeper. It is being out of touch with the realities that exist within the organization as well as those outside the organization. It includes but is not limited to: a lack of effective understanding and/or use of technology, a lack of awareness of customer attitudes or perceptions, a lack of interest in employee position needs, desires, concerns or problems, a lack of understanding of marketing or consumer shifts or trends, a lack of awareness of competitor activities, objectives or agendas, and a lack of empathy for supplier issues, problems, needs, or desires.

Isolation. This is the approach of keeping employees, customers and suppliers at a safe distance so that your perceptions, opinions, philosophy and /or opinions are not challenged.

Clouded Perceptions. This is being unwilling to see past the visible and the evident to the underlying causes, symptoms or contributors.

Ego. This is the desire to be right, control, manipulate, hold on to rather than delegate power, authority and responsibility beyond your office door or trusted inner circle. It is having an open door policy, but a closed mind when people walk through it.

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