Several factors changed how the organization has been managed and it has turned into a marginal employer. In recent years, the owner has taken a less active management role and has turned day-to-day leadership over to a few members of the executive team. These executives have done little to develop other leaders and do little project delegation that would promote individual career development. These managers have effectively created an environment that makes it appear they are irreplaceable. They have seemingly convinced ownership that only they can perform high-leverage activities. They have mastered the art of positioning themselves internally to gain favor. The organization talks tirelessly about “building relationships” and yet these leaders have only built relationships within the leadership structure. These “leaders” find it difficult to share credit for positive outcomes.
The organization has kept the same leaders in place for years. NPC tends to move executives around in a constant state of realignment. Offices are moved constantly in a game of cubicle shuffle. Leadership holds a belief that an executive can perform any business role. However, the results of all strategic planning and realignments the last several years has yielded little organizational improvement. The company’s financial results remain at the mercy of cyclical government contracts. Strategically, the organization has tried to diversify itself so there is less exposure to the economics of the printing and mailing industry, but it has not been successful. Once ownership realizes that results are not improving, leadership roles are divided up differently. At some point, logic would lead someone to conclude that some of the executive team members should be accountable for the mediocrity. Some of the executives have done a good job blaming their mediocre results on others and never held to the same level of accountability as managers.
As with most family-owned businesses, there is nepotism at NPC. It is a political environment and to be successful, you will need to identify the people with whom to align yourself. If you don’t, someone will be questioning the value you provide the organization behind your back. Also, the third generation of the ownership’s family has entered the business. They have been afforded quick promotions to leadership positions and the opportunity to work on higher-leverage projects. Other capable people are not given the same opportunities to succeed and grow.
