Management cannot cover this up by treating employees as their adored children or paying them excessively, expecting a different outcome. Nor can management afford to keep watching profits flow out the door in inefficiency, secrecy, and avoidance. Few employees are overworked, but many more become financial drags on the company’s profitability. Exploitation of companies and company leadership is very prevalent today for many reasons. 

Management responds by making additional marketing efforts to create more business with the assumption that there are profits “at the end of the rainbow.” However, the cycle of bureaucracy and entrenchment is so deep that a reservoir of inefficiency and the vortex of avoidance dominate all other company characteristics, underscoring the urgent need for strategic intervention.

When the revolution about Sally comes to light, she may quit or try to sweet-talk her way through this as though it’s a mere “bump in the road.” However, if management or leadership is too weak to address this problem, they should consider bringing in an outside consultant to help identify and rectify inefficiencies. For every entrenched employee who quits or is fired for subordination, ten qualified applicants are eager to work.

Yes, leadership is a problem in this cycle. Review the published job description. If the company does not have one, create one or have the insubordinate employee create one. Ask her to match her daily action habits to the job description. Yes, this is stressful. But not as much as watching the profits systematically walk out the door.  And more employees won’t fix the problem.

Leadership should sit down with a blank sheet of paper and a Word document to construct a feedback loop, simplifying the problem and benchmarking it. Solutions through action will follow.

1. Diagnose the Root Cause

• Why the secrecy? It could stem from fear of criticism, lack of trust, unclear roles, or even power hoarding.
• What’s the impact? Identify how this behavior affects productivity, decision-making, and morale.
• The cause may also be one of entitlement or jealousy.

2. Increase Transparency Without Micromanaging

• Clarify roles and expectations: Publish clear job descriptions and measurable deliverables.
• Implement visible workflows: Utilize shared project management tools (e.g., Trello, Asana, Monday) to ensure tasks and progress are transparent.
• Regular check-ins: Short, structured updates (e.g., weekly stand-ups) to share what’s done, what’s next, and blockers.

3. Address Avoidance Behavior

• Direct conversations: Privately ask, “Can you walk me through your current priorities?” This is non-confrontational but reveals gaps.
• Set accountability norms: Make reporting progress a standard part of the culture, not a punishment.
• Document agreements: Summarize discussions in writing so there’s a record of commitments.
• Document everything:

4. Shift the Company Culture

• Reward openness: Recognize employees who share progress and collaborate.
• Reduce fear: If secrecy is driven by fear of mistakes, create a safe environment for admitting challenges.
• Model transparency: Leaders should share their own priorities and progress.

5. If Resistance Persists

• Escalate gradually: Move from coaching → performance improvement plan → formal HR process.
• Consider structural changes: Sometimes, persistent secrecy signals a misalignment of role or fit.
• Do not be afraid to fire an entrenched employee like Sally.

Transparency and Accountability Policy Framework

1. Purpose

To foster openness, trust, and accountability by ensuring that all organizational activities, decisions, and performance metrics are communicated clearly and accurately to stakeholders.

2. Scope

This policy applies to:

• All employees, managers, and executives.
• Contractors, consultants, and vendors are engaged in organizational operations.

3. Definitions

• Transparency: Open sharing of relevant information about decisions, processes, and performance.
• Accountability: Responsibility for actions, decisions, and outcomes, with transparent reporting and consequences.

4. Policy Statement

• All departments must maintain accurate, timely, and accessible records of their activities.
• Key decisions, policies, and performance metrics must be documented and shared through approved channels.
• Avoidance or withholding of information is a violation of this policy.

5. Procedures

• Reporting: Weekly or monthly status updates via shared platforms (e.g., project management tools).
• Documentation: All major decisions and processes must be logged in the company’s knowledge base.
• Audits: Quarterly internal audits to verify compliance and identify gaps.

6. Roles and Responsibilities

• Managers: Ensure team compliance, review reports, and escalate issues.
• Employees: Provide accurate updates and maintain transparency in workflows.
• Compliance Officer: Monitor adherence and conduct audits. The Compliance Officer is responsible for ensuring that all employees, managers, and executives comply with the Transparency and Accountability Policy. They will conduct regular audits to verify compliance and identify any gaps or areas for improvement.

7. Compliance and Disciplinary Measures

• Non-compliance will result in progressive disciplinary action, including written warnings and potential termination for repeated violations.

8. Review Cycle

• Policy reviewed annually by the Compliance Officer and approved by senior leadership.
• Title Page with placeholders for company name, policy number, and approval details.
• Sections for Purpose, Scope, Definitions, Policy Statement, Procedures, Roles and Responsibilities, Compliance Measures, and Review Cycle.
• Approval of the Signatures section for formal adoption.