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    One of the biggest mistakes both new and experienced managers make is making top-down decisions which impact lower levels, departments or individuals within the organization without discovering a bottom-up perspective on whether or how those decisions will work in the long term. Time and time again in my consulting with clients, I have seen top-down decisions arrived at in the board room or on the golf course, implemented without any regard for the reality that existed within the organization.
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    ch impact lower levels, departments or individuals within the organization without discovering a bottom-up perspective on whether or how those decisions will work in the long term. Time and time again in my consulting with clients, I have seen top-down decisions arrived at in the board room or on the golf course, implemented without any regard for the reality that existed within the organization.
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    tom-up perspective on whether or how those decisions will work in the long term. Time and time again in my consulting with clients, I have seen top-down decisions arrived at in the board room or on the golf course, implemented without any regard for the reality that existed within the organization.
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    in my consulting with clients, I have seen top-down decisions arrived at in the board room or on the golf course, implemented without any regard for the reality that existed within the organization.
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    e golf course, implemented without any regard for the reality that existed within the organization. The effect of these top-down decisions can negatively impact:

    1. Morale
    2. Communication
    3. Performance
    4. Loyalty
    5. Turnover
    6. Customer relations
    7. Profits
    8. Sales costs
    And a whole lot more.

    I am not suggesting that every decision made in an organization, department, division or group should involve every employee’s concerns, attitudes, pr

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