- The work days can often be very hectic due to a lot of inefficiencies in the organization
- These inefficiencies often cause chaos, silos, and division, which then seem to contribute to reduced employee satisfaction for many, and high employee turnover
- The high employee turnover reinforces a lot of the chaos as many employees are in new roles with learning curves. Despite the existing inefficiencies in a lot of daily operations due to poor systems and staffing issues, ownership has targeted aggressive growth for the bank with the intent to be appealing to larger banks looking to acquire once FLB is closer to, or reaches $1-Billion in total assets. This aggressive growth strategy would be a lot better if the systemic organizational inefficiencies were mostly resolved first. Instead, the conflicting growth strategy often adds to the chaos
- A few of the most empowered individuals in the organization are toxic and manipulative. These individuals are not on the executive management team, however, they tend to be in middle management positions and are more skilled at playing office politics and manipulating the social hierarchy of the organization than they are at doing their jobs well, producing at a high level, and leading the employees they manage. They're very status-focused and will brown-nose the executive management team, while treating other middle and entry levels employees in a degrading manner. They'll backstab and are quick to point out others shortcomings, while boosting their own public perception at any chance they get. In short, they are talented bureaucrats who've learned to game the hierarchical structure in place, but are not true value adds (as measured by output and economic metrics) to the bank
