Behind the Screens: My Experience at Diamond IT

Behind the Screens: My Experience at Diamond IT

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TL; DR: Navigating Challenges at Diamond IT: A Call for Change

Starting my Project Engineer (Sr. Professional Services Engineer) job at Diamond IT (Bakersfield, CA) was fraught with issues, from needing login credentials for my workstation to dealing with outdated and malfunctioning equipment. My optimism for a structured training phase quickly faded as I encountered disorganized sessions and a lack of support, which left me feeling isolated and undervalued. Despite identifying a significant client opportunity early on, my efforts were ignored, mirroring the company’s broader issues with communication and follow-through.

The promised cultural and operational transformation at Diamond IT never materialized, leaving me to navigate a workplace dominated by a small-world mindset, where mid-level leaders, entrenched in their ways, sold dreams but failed to deliver tangible results. My tenure ended abruptly without feedback or discussion, reflecting the company’s deeper problems with transparency and engagement. This blog post reflects on my time at Diamond IT, highlighting the need for genuine commitment to employee support, effective communication, and alignment between stated values and actions.

Simon Sinek: “A team is not a group of people who work together. A team is a group of people who trust each other.”

A Rocky Start

My introduction to Diamond IT was anything but smooth. Imagine the anticipation of starting a new role, only to be met with a critical oversight: Not only did my hiring manager make virtually zero contact in the weeks leading up to my start to talk about their plan, but my workstation arrived on the Friday before my Monday start date without login credentials or setup instructions. This wasn’t just an inconvenience but a red flag waving in the welcome breeze. Despite my proactive approach—sending multiple emails to alert my handlers of the predicament—these responses for help echoed unanswered.

The situation escalated to the point where I had to resort to an emergency 6:30 am phone call the morning of my start to avoid missing my first day just to begin my work. This experience relates to the ideas I discussed in “The Call-First Conundrum: Rethinking Tech Support Efficiency,” where I advocated for empowering users with self-help resources and proactive support. My experience highlighted the need for streamlined processes and quick assistance to ensure a smooth onboarding and productive work environment, especially if you offer onboarding as a service to your clients.

Less than a week later, my machine began freezing and crashing repeatedly. Realizing they had sent me a device running EOL (End-of-Life) Win 10, I had to spend most of a day wiping, reinstalling, and bringing myself back online with Win 11. From there, this used computer with evident physical damage to the upper-right-hand side of the screen just kept creating more problems with USB docks and other peripherals, often leaving me troubleshooting loud popping noises coming out of my speakers, hinting at potential motherboard failure without quite reaching that point.

Ironically, I had worked at the manufacturer for over a decade, making this experience the epitome of irony as it blocked my work and forced me to deal with secondhand equipment issues. These incidents were my first encounters with the company’s systemic communication and resource allocation issues, setting a tone of frustration and concern right from the start. Nobody seemed to pay attention to detail, and they needed to be more thoughtful regarding how my experience as a remote worker was unfolding.

W. Edwards Deming: “It is not enough to do your best; you must know what to do and then do your best.”

Quiet Before the Storm: The Whale Referral

Shortly after joining Diamond IT, I introduced an opportunity that could have significantly altered the company’s trajectory. This was a warm lead I had nurtured even before my tenure began. A large Private Equity firm overseeing a slew of lucrative companies had built up trust with me and proposed expanding into their portfolio with another 130+-seat client engagement—a ‘Whale‘ in the truest sense.

My prior engagements had paved a solid path with this potential client’s CEO and CFO, setting the stage for what should have been a fruitful collaboration under Diamond IT’s banner. This lead was handed over within my first week, a testament to my dedication and a potential early win for the company.

However, my anticipation for a swift and enthusiastic response from Diamond IT’s senior leadership faded as time passed. My emails and follow-ups seemed to vanish into a void, leaving the ‘Whale‘ referral adrift. The silence was perplexing, particularly given the magnitude of the opportunity at our doorstep—a lucrative opportunity that clearly validated my capabilities and potential contribution to Diamond IT.

The situation grew increasingly ironic when, after months of unyielded attempts to get this referral off the ground, the marketing team approached me with a proposal for a new referral program. The irony was biting; there was an initiative to garner new business pitched to me while my significant, ready-to-convert referral languished unattended.

As I mentioned in my “Internal Battles” blog post, this experience echoed the reluctant hero syndrome I had encountered, but this time from a seemingly non-existent Sales team. That challenge was marked by minimal assistance and last-minute heroics, often overshadowing proactive collaboration.

The company’s failure to follow up on this lead also, in my opinion, demonstrates a disconnect between their stated client-centric approach and their actual actions, which I touched upon in “Beyond Assumptions: Sailing Toward Customer-Centricity.” As I mentioned in that blog post, true success lies in understanding and prioritizing customer needs rather than making assumptions or letting opportunities slip away.

My efforts to bring a game-changing client into the fold were not only overlooked but were bizarrely juxtaposed against a backdrop of inaction and missed opportunities. In my mind, a genuinely customer-obsessed company could never let this happen!

Peter Senge: “Learning is not compulsory… neither is survival.”

Mirage of Mastery: The Training Paradox

The optimism I had for a structured and enlightening training phase quickly dissipated. What started as a seemingly robust plan on paper became a series of mismanaged encounters and missed opportunities. My first interaction with the company’s so-called ‘Wizard,’ the gatekeeper of many of Diamond IT’s critical systems, indicated the chaos to come. 🚩

Not only were they completely unaware of our multi-day, multi-topic, multi-hour 1:1 scheduled training, per their own onboarding process, but the response—’What do you need?‘—left me questioning the coherence of the training strategy. Even if, for some reason, the meeting wasn’t appropriately scheduled, my expectation was that as a critical knowledge resource within the company, they would be aware of a new employee’s presence and their own role in their own training process.

My one training meeting concluded without clarity on simple topics, like preferred communication methods or how to handle escalations; no matrix or guidance was provided on who to contact for specific issues. My attempts to connect with the Wizard through Teams were redirected to email, only to be told later—usually after a day—that email wasn’t their preferred contact method, suggesting I submit a ticket instead, and so on. This cycle of communication misdirection only emphasized the distance between us.

When we spoke, the reluctant tone and look in their eyes revealed uncertainty, fear, and discomfort, marking me as an outsider from the start. This initial interaction foreshadowed my subsequent experiences. Despite their apparent engagement with others in the company, their interactions with me felt like an attempt to erect barriers, albeit without explicitly stating so.

As the days unfolded, it became increasingly clear that a genuine interest in my development was missing. This lack of preparation and engagement wasn’t just an oversight; it reflected a more profound, systemic issue with Diamond IT’s approach to my development. This indifference could be rooted in several factors: perhaps some of my collaborators disagreed with my hiring, preferred another candidate, or harbored discomfort towards the new ‘transformational‘ hires changing the status quo.

Whatever the underlying reason, the burden of this problem was unceremoniously shifted onto me, embodying an apparent disregard for their responsibilities and a potential underlying disdain not just towards my handlers but towards me as part of this new wave of change.

The excitement I initially felt for their weekly Friday training sessions quickly waned. I was bombarded with messages urging me to disconnect from assisting clients with their urgent issues to join these sessions, challenging my judgment. This insistence, especially under the banner of being “client-obsessed,” struck me as odd.

Despite being swamped with projects, the expectation to notify and obtain approval from three Managers if I couldn’t attend seemed more suited to a school setting than a professional environment. It was as if they were accustomed to managing a team of insubordinates needing constant supervision rather than professionals.

Working with these ‘Teachers‘ became less about learning and more about asserting control. The facilitators, with a clear preference for rank-and-file discipline, often reduced my role to that of a token participant, occasionally tossing me trivial questions to create the illusion of my involvement. This approach, steeped in a desire to maintain a rigid hierarchy, made genuine collaboration or contribution impossible.

Evidently, my presence unsettled them, challenging their identity as the undisputed authorities within the room. Rather than harnessing the diversity of experiences I brought to the table, they sought to reinforce their dominance, converting what should have been an opportunity for collective growth into a display of ego-driven power plays. This dynamic stifled the potential for meaningful exchange and showed a profound misunderstanding of leadership and mentorship.

The situation was more than just a source of frustration; it directly impacted my productivity. I was ready and willing to learn and adapt. Yet, I found myself without the necessary support or resources—a surprising and disappointing reality, especially given the company’s public image and promises.

The whole experience made me think of natural diamonds—not for their sparkle but as a reminder that even the most esteemed entities can have flaws. It’s a poignant metaphor for the company: outwardly brilliant, yet upon closer inspection, seemingly lacking in the very facets that genuinely matter.

Albert Einstein: “The only thing that interferes with my learning is my education.”

Lost Signals: The Communication Gap

Effective communication and training are the lifeblood of any successful organization, yet both seemed to need more supply at Diamond IT.  My requests for guidance on critical issues impacting my projects were often met with silence or lots of “Yeah, I’ve seen that before, “after the fact that never prepared me for these well-known major client-impacting blockers and obstacles.

When I was lucky, the responses were only delayed, and other times, I’d never receive one, left on read in Teams, leaving me to navigate complex client issues with Diamond’s recommended solutions, all without proper guidance.

Each attempt to get help from the experts while doing my job introduced new obstacles—unanswered emails, ignored requests for clarification, and a pervasive sense of being an outsider trying to decipher why I always seemed to be chasing down the tribe members.

The irony of the situation was not lost on me: a company that prided itself on its tech prowess and client service failed to apply the same principles to its internal operations, at least from where I was sitting.

The “Groundwork for Greatness: The Knowledge Path” blog post highlighted the importance of comprehensive documentation and knowledge sharing. However, based on what I saw in the documentation system, these practices needed to be more present within the company.

The training process relied on a “learn by doing it wrong first approach (in client environments) that left me feeling unsupported, harassed by proxy, and shifted in opposing directions as I received conflicting advice. But, most of all, and to the temporary detriment of my mental state, I felt entirely ill-equipped to serve clients effectively, especially given my sky-high billing rate.

At the same time, the disasters borne out of previous neglect that I was uncovering in client environments on nearly every project were largely being flat out ignored by everyone I tried to contact about them, aside from the occasional reply, there was little or no substantive follow-up. These were serious problems in some cases, like unstable Active Directory domain controllers, failed activations, and crashing servers.

As I discussed in “The Call-First Conundrum: Rethinking Tech Support Efficiency,” empowering employees with the right tools and resources is crucial for delivering exceptional customer service, but Diamond IT seemed to fall short in this regard when it came to supporting my success.

The lack of effective communication channels and lack of comprehensive training at Diamond IT mirror the struggles I highlighted in “Internal Battles: Unsung Heroes of Customer Support.” Just as I emphasized the importance of empowering support teams with the right tools and resources in that blog post, my experience underscores the need for robust training programs and open communication to ensure employees can deliver exceptional service.

George Bernard Shaw: “The single biggest problem in communication is the illusion that it has taken place.”

Visionary Clashes: The Cultural Rift

Amidst the challenges I faced, I’d always held onto what I believed would be a future turning point: The hiring manager’s entire “sell” of the company to me was based on the fact that they were championing a “radical transformation” within Diamond IT aimed at propelling the company to new heights based on their past successes in other roles.

However, as months passed, it became increasingly clear that the promised overhaul had yet to materialize meaningfully. Key performance indicators (KPIs), employee reviews, technology standards, process guides, quality initiatives, and even the most basic enhancements in quoting and delivery—hallmarks of successful MSP leadership—remained notably absent, and this leader had been “transforming” now for over ~9 months before I arrived!

My interactions with them left me questioning whether their previous successes resulted from their direct influence or simply the fortune of stepping into roles within thriving environments. This skepticism was further reinforced by my experience with my outside consultant Manager, who, despite claiming to “work with numerous MSPs” in nearly every conversation, never seemed to have any anecdotes or ideas on improving our processes.

The lack of engagement with our tangible progress and innovation during my interactions only compounded my doubts. This experience reminded me of the “Wizard of Oz” syndrome I had written about, where the illusion of competence often overshadows the reality of organizational dysfunction.

The company’s culture, touted as “Client Obsessed” and “We’re all in this together,” seemed to falter in practice when addressing my needs. Requests for help often went unanswered, and conversations would abruptly stop without reason, drowned out by the constant stream of memes and random humor in the company chat; meanwhile, I was drowning in work, desperately seeking assistance from a tribe that, from the very beginning, largely ignored my contributions and creations.

This disconnect between the stated values and the actual behavior mirrored the tribal mentalities I had discussed in “Crafting Culture: The Balance of Ego, Bias, Beliefs,” where the pursuit of likability and social acceptance can hinder genuine collaboration and client focus. The gap between a company’s espoused values and the reality of its work environment highlights the impact of leadership’s actions and the importance of aligning words with deeds.

Without a solid foundation of aligned values, authentic collaboration, and a genuine commitment to growth, the dissonance between words and actions becomes increasingly apparent, ultimately undermining the progress and success the company seeks to achieve.

Sure, there’s an undeniable thrill in attracting and recruiting A-players, convincing them to join a company with the promise of a transformative culture and environment. However, delivering on those promises is a formidable challenge for even the most skilled dream salesmen, especially when confronted with the conscious reality of day-to-day operations.

As I pointed out in my blog post, a culture prioritizing likability over competence and failing to foster genuine collaboration can hinder growth and success. In the case of Diamond IT, this tribal mentality has created an echo chamber of neurodivergent leaders and heroes who leave little wisdom behind, effectively severing the company’s capacity to grow and adapt.

For leadership, joining the tribe represents a form of surrender, a concession of “I can’t transform you, so I’ll become one of you,” acknowledging that immaturity is the actual barrier to growth. Still, as you can imagine, when they are a part of the problem, that dynamic goes right over their heads.

Peter Drucker: “Culture eats strategy for breakfast.”

Navigating the Maze of Indifference

My attempts to bridge operational gaps also met with indifference. I’d recently delivered concise summaries of the issues to my manager, asking them to please take action or at least acknowledge them. The response—or absence thereof—was revealing. They asked, ‘What do you want me to do with this?’ The question clearly highlighted a lack of initiative and an overtly casual approach to problem-solving.

Despite their busy schedules, their claimed expertise in working with MSPs seemed to translate into nothing more than a series of rushed calls with little substantive follow-through. While busy on the surface, this pattern of activity needed to have a meaningful impact on our challenges, revealing a disconnect between purported expertise and actual effectiveness.

This disconnect wasn’t just a barrier to my personal growth; it was emblematic of a broader cultural malaise. The absence of a solid foundation of documentation and standards, the reluctance to engage in meaningful mentorship, and the overarching resistance to change were not merely hurdles to overcome. They indicated a company in stasis, seemingly content to repeat past mistakes rather than learn from them and evolve.

As I navigated this friction of inefficiency and neglect, I couldn’t help but reflect on the opportunity cost—to myself, the team, and the clients we served. The ‘Wheel of Friction‘ and ‘The Cycle of Disconnect,’ as I came to refer to them openly, were not just a metaphor but my current reality that I wrote about to try and distill our problems into something easy to understand and not entirely negative.

Here’s what I sent over:

‘The Wheel of Friction’:

“Starting behind, we rush to clear our backlog, but without documentation or standards, progress is slow, increasing friction for newcomers. They face many unexpected issues, which, although known internally, are undocumented. This cycle of encountering known problems and deferring documentation puts us continually behind, creating a ‘Wheel of Friction’ that hampers acceleration and learning.”

‘The Cycle of Disconnect’:

“This cycle of repetitive problem-solving without capturing learned solutions ensures that newcomers and even seasoned team members encounter old issues as if they were new, slowing progress and perpetuating inefficiency. We blindly navigate our projects by failing to document solutions and operating without clear standards. This approach, akin to walking in the dark, prevents us from foreseeing and avoiding recurrent obstacles, ensuring we remain perpetually behind. Our attempts to move forward are hampered by our reluctance to illuminate the path by acknowledging and documenting our current reality, including the state of our systems and the details of our execution strategies. This cycle of undocumentation, vague guidance, and reliance on top-of-mind execution undermine our efficiency and capacity to learn, adapt, and ultimately, succeed.”

In documenting these challenges, my goal was not merely to vent or criticize for the sake of it. It was to hold up a mirror to the organization to underscore the need for a fundamental shift in culture, mindset, and operations.

Still, my insights didn’t land well with my handlers ‘small world‘ mindset, even though I’ve been navigating the corporate cosmos for years, collaborating with evolved beings. I’ve already journeyed to where they’re aspiring to reach and understand the mechanics of organizations that have achieved what they’re aiming for, and this, in my opinion, is far from the the path to success.

Observing them confidently botch things up, struggle to collaborate, and then give me the cold shoulder for highlighting what was glaringly evident turned my weekdays into a surreal, never-ending loop. It was like living in my own Monday through Friday version of the Twilight Zone, where pointing out the obvious made me the outsider.

This cycle of encountering known problems as if they were new, perpetuating inefficiency through a lack of documentation and standards, was a drag on progress, a barrier to learning, and, ultimately, in my mind, a disservice to the ethos of innovation and excellence that Diamond IT purported to uphold during my interviews. Seeing the team mishandle tasks and let down clients was like witnessing a slow-motion disaster from my desk.

As I saw it, the path forward required not just recognition of these issues but a commitment to action—a commitment that remained elusive during my time at Diamond IT.

John C. Maxwell: “Change is inevitable. Growth is optional.”

An Abrupt Farewell

One day, my journey with Diamond IT came to an unforeseen and unexplained end. My dismissal was as surprising as it was unceremonious, with no prior discussions, feedback, reviews, or indications of dissatisfaction from management. This abrupt conclusion left me reflecting on the missed opportunities for dialogue and improvement for myself and the company.

Despite my dedication—evidenced by my high project utilization rates (~70-80%+) only four weeks into my training, extensive overtime (40+ hours) in the early months, and consistent resolution of client issues (100%) along with closing half a dozen projects—many were half-done, and several were left aging in precarious states for over six months.

I also produced nearly 80 documents in IT Glue filled with valuable wisdom for ongoing projects, such as tons of useful PowerShell scripts for troubleshooting and over 17 essential fix articles for problems I’d encountered with the current tech stack. Nothing of this caliber existed anywhere in IT Glue when I was employed.

This was all before I hit my 90 days with the company! I’m a rockstar, by definition, and I don’t even require all these backup singers and stage performers. I do my job well and take quality and client impact seriously.

Months ~1-3: For the first three months, my sole point of contact was limited to weekly 30-minute calls with a consultant who, despite having been an executive of some sort for almost 15 years, seemed as removed from the action as one could be. This pivotal detail, curiously omitted during the interview process, became a thorn in my side. In my attempts to connect and cut through the act, I reminded them of my history with over 30 managers, hinting at a desire for genuine, substantial interaction rather than the superficial exchanges we were stuck in.

At one point, after getting nowhere with them, I made my stance clear: “Let’s drop the act; I see through it.“. Yet, my straightforwardness seemed to make no impact, met with uniform indifference that only reinforced their distant managerial style.  I found it disconcerting to be managed by someone who couldn’t harness their past leadership experiences. It was as if their ability to lead effectively depended on others’ competence rather than their own initiative. This shift—to being overseen by someone whose guidance was as insubstantial as a stand-in rather than the seasoned professional I expected—was both ironic and exasperating.

Month 3, Week 4: Senior Manager: “You’re doing a GREAT job!! `You ramped up quickly; it’s unbelievable, and there were no client complaints. Things are going really well. I realize I have been neglecting the projects team, and I will set more 1:1 calls with you and start helping the team.”

Month 4, Week 1: Senior Manager: “You seem a bit frustrated, and I just want to be sure you’re still on the team. I know there are problems, and things are a mess right now, and I’m sorry.”

(To which I agreed, I was committed to a better “future,” and we both acknowledged the current reality compared to where we wanted to be… They realized this and showed weakness in their tone, conveying that I’m a key part of the rescue effort to make this plan work.)

Month 4, Week 2: “This shouldn’t be a surprise. You know there have been problems, and yeah, it’s not a good fit, so let’s cut to the chase we’re letting you go.” 

(I asked the HR consultant if they knew that nobody in the company had ever said a word about a problem before this call. They remarked that they “needed to look at how they offboard people.” Meanwhile, I was a full 30 days past my 90-day review, written contractually into my employment agreement?) 

The abrupt nature of my departure from Diamond IT connects to the themes of transparency and trust I explored in “Finding Good Vendors: Lessons from Dental Chairs.” Just as I stressed the importance of choosing vendors who prioritize client well-being and maintain open communication, my experience highlights the value of fostering a culture of transparency and dialogue within an organization.

The lack of formal feedback and opportunities to voice concerns at Diamond IT undermined the trust and collaboration necessary for me to be in a thriving workplace.

Brene Brown: “Clear is kind. Unclear is unkind.”

Future Lessons: Wisdom Gained

Though fraught with challenges, my time at Diamond IT offered valuable lessons on the importance of communication, leadership, and organizational culture. In reflecting on these experiences, I propose the following recommendations for ANY company or individual, drawing from the insights shared in my previous blog posts:

  1. Live Your Culture: Align actions with stated values, fostering a genuine commitment to client success and employee support. Encourage open communication and collaboration, ensuring no one is left behind in pursuing excellence.
  2. Embrace Standards and Documentation: Establish clear standards and invest in comprehensive documentation practices to ensure consistency, efficiency, and scalability. Break the ad-hoc, top-of-mind decision-making cycle and empower employees with the knowledge they need to succeed.
  3. Empower Employees with Training and Resources: Provide robust training programs and equip employees with the necessary tools and resources to deliver exceptional service. Move beyond the “learn by doing it wrong” approach and cultivate a continuous learning and improvement culture.
  4. Foster Authentic Collaboration: Encourage genuine collaboration and break down silos like ‘Tribes’ that hinder progress. Create an environment where everyone’s contributions are valued and teamwork is the foundation for success.
  5. Embrace Expertise and Continuous Improvement: Welcome the insights and expertise of experienced professionals, using their knowledge to drive innovation and growth. Continuously seek opportunities to learn, adapt, and evolve as an organization. Don’t be intimidated by competent people and feel they’re threatening your standing in the company simply because they know similar things.
  6. Transition From Oversight to Empowerment: Shift from a “babysitter” approach to one that values autonomy and personal accountability. Encourage your current people manglers to guide rather than micromanage, fostering an environment where employees are trusted to take initiative and make decisions. This empowers individuals to manage their responsibilities effectively, promoting a culture of self-sufficiency rather than dependency.

My narrative shares personal experiences and urges Diamond IT to reflect and grow. By addressing highlighted concerns, the company can achieve its true potential, fostering an environment rich in transparency, respect, and shared success.

It’s important to acknowledge the many amiable and diligent individuals within the company who were committed to quality and client satisfaction yet hindered by their inability to effect change, especially in the Service Department. Despite the challenges, there were many enjoyable moments and remarkable team events, like our memorable Christmas party in Bakersfield!

I wholeheartedly support Diamond IT’s family leadership, including the CEO.  They were very kind and helpful outside of the technical work. Their integrity and openness to new perspectives for the company’s benefit mirror my own approach to business growth.

However, with their newly chosen leaders, achieving their collective objectives should have taken much less than a year to show real progress. Simply introducing these ‘Big Ideas‘ and selling that dream to the team, then failing to materialize it, is nothing new; just another illusionist leader using smoke and mirrors to buy more time to figure it out.

Aside from selling expensive tickets (salaries) for their unskilled entertainment, their actions have yet to demonstrate that they can replicate the success of their previous roles in actively steering any growing business toward its objectives, especially when faced with the challenge of transforming a less-than-functional environment.

Effective leadership means setting clear goals, building a genuine team beyond tightening tribal bonds, and achieving tangible progress. My concern, possibly echoed by others, regards the company’s direction under current advisement—valuable for lessons on what to avoid, yet missing prompt, definitive achievements.

As I move forward, sharing these lessons with the wider professional community aims to spark discussions on the importance of open communication, empowerment, and continual improvement. Through such dialogue, we can all work towards more resilient and fulfilling work environments.

Peace and Cheers!


Henry Ford: “The only real mistake is the one from which we learn nothing.”






Disclaimer:  All of my blog posts seek to promote transparency, collaboration, and excellence within organizations. They are not meant to defame or cause harm but rather to inspire positive change and reflection across the industry. This blog and all others on this site reflect my personal views and experiences, specifically at Diamond IT, emphasizing my perspective. It’s important to acknowledge the absence of formal feedback or channels for open dialogue during my time there, prompting me to share these insights publicly.

This post intends to document and reflect constructively on both positive and negative experiences. Open and respectful dialogue is encouraged, and I exercise my freedom of expression within the bounds of this platform.

Please note that any attempts to infringe upon these rights will be addressed appropriately, including recourse to numerous pre-existing policies applied to protect my freedom to express myself. As a long-time card carrying member of the ACLU, nothing is more important to me than continuing to write transparently and honestly without any distractions.

I invite insights from Diamond IT and any other person or company, aiming for a transparent and balanced dialogue. Our discussions must remain professional and dedicated to positive evolution.

For example, a company might say, “We’ve addressed leadership issues, resulting in significant improvements. Our new onboarding program, clear escalation procedures, and openness to challenging existing assumptions depart from past practices. We’ve moved beyond the influence of dominant personalities that once steered our culture towards tribalism and closed-mindedness. Our commitment is now towards a more inclusive, forward-thinking environment.

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