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I don't believe we are at a point were we are giving enough honest feedback to employees, we are still sugar coating everything. I truly believe to take Goodway to the next level we need to utilize more Radical Candor across the organization. I also believe leadership is extremely open to constructive feedback but as a whole our organization is not as accepting of that feedback/honesty in return, we need to find a better balance in my opinion, this is the only thing that frustrates me at Goodway. Our lack of Radical Candor is not only hurting the company but also our ability to develop and grow talent.

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Structurally this company does not make sense. Teams that operate best are the ones that do not follow the structure. Leadership is only concerned about fitting things in the box and removing our brain.

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Day-to-day is already a ton of work, staying a float on multiple campaigns/verticals/clients/etc. On top of the day-to-day, recently it feels like a lot of pressure is being put on us with new additional items such as Sandler training/meetings/usage, RealValue new rollout, Process and Org tests, in depth IDPs, Saleforce onboarding, Account Audits, misc. trainings, etc. I feel like I do not have time to think bigger picture (when my AD is constantly pressing for it, to create upsells with existing clients) outside of my day-to-day and company mandated tasks that are being layered on. I know my internal team feels super stretched thin too, with most of them being spread across multiple job teams. I love what I do but sometimes its just like there is so much expected of us, its hard to keep up and ever feel like you have done 'enough' without someone asking for 'more'.

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The frustration that leadership appears to be getting more and more separate from our day-to-day reality. It's vital to have a long-term lens and be making new processes so we can grow, but so many of the "changes" feel like change for change sake and don't align with the struggles of making the teams work day-to-day.

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~Buzz word from a year ago was “siloed.” No one felt siloed. Now we feel siloed. How is this feedback coming in to be the “voice” of the company.
~Each department is very boxed off from the others, so I would say a lack of cohesive team dynamics

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Do you believe leadership takes your feedback seriously?

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Do you believe leadership takes your feedback seriously?

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~ I don't know if they fully understand the nuances that go on within job teams and the stress in the system that has been occurring. Sometimes there seems like there are big disconnects between department heads to Sups to Job Roles.
~ I used to think that, but having been here a few years now I feel leadership is less inclined to value feedback and more often is just ready to provide a rebuttal/reasoning and then it gets dropped.
~I feel like my feedback and concerns are taken seriously but seem to fizzle out and never turn into a constructive fix or change. Too many competing big-picture changes going on in the organization right now.
~I think leadership is open to hearing feedback but I'm not sure how open they are to implementing it. I would believe in them more if they included me in decisions and asked the people actually doing the jobs what's best for their role/jobs.

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~More team bonding/ team meeting times. Small group offsite, working together, building a relationship is so important for the teams.
~Include team members in initial stages of planning for change/role change/etc. Spread out trainings and non revenue generating work (sandler homework, salesforce training, diversity, compliance and other trainings, team audits, organizational structure feedback and interviews..) Hire and train better. Ensure people meet qualifications of a job and have background. There is so much extra work put on team members to cross train and such little time to do actual revenue-generating work. Make sure people in leadership positions or managerial positions have an understanding and can do the work of those below them. Too many people are managing up.

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~Margin or lack there of does not take away the required tasks for the job. Telling a team that they can't have more headcount/support because there is not enough margin is not a good solution. If we signed a contract to build a house and didn't have enough margin, we wouldn't have the roofer do the electrical. The work still needs to get done and we signed a contract so we pony up and do it and then we learn from the experience. You can't force everyone to work every night until midnight because there isn't enough margin. At what point is the company margin worth more than my time. If you want to push good people away, this is a great way to do it.
~There needs to be more of a cohesive approach to rolling things out. Each department should be told the same thing so that no one is in the dark. With the media team, everyone needs to know how they are bonused at the end of each quarter. It is this dark secret, and it has an impact on the team/sales. This shouldn't be taboo. It should be something that we openly discuss. Why is the message we received in Vegas with Sales/Sales Enablement done such a 180 in one quarter? Sales was told that they should go out and sell! Margin could be negotiated and yet now 6 months later we are told that we can not bend margin. We are losing money. This should have been the message 6 months ago so no one was in the dark. Margin numbers - these need to be regularly available. This is how Sales Enablement is bonused, and we don't know where we land until 1 month after the quarter ends.

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It feels like a culture shift a year ago and we’re still in it. People were being very "complainy," and management kind of shut it down and now it feels like we can’t share our issues in an open and acceptable way. If you have an effective manager in place they will ask you questions that lead to a solution or also get a feeling that you actually do need help.