Many leaders in large organizations manage global teams. The group may include contract workers, or team members from a merger. Face-to-face interactions aren’t always possible. Getting a group in sync with the project’s goals can be a job in and of itself. As a result of these and other obstacles, managers are often forced to operate in good faith that professionals will act accordingly.
But along the way, there are unfortunate breakdowns. Friction arises from constant missed deadlines, miscommunication, or mismanaged budgets. Managers have a hard time comprehending – or responding to – careless errors from professionals. Such breakdowns are a sign of organizational attention deficit.