A couple critical areas made operating at Continuum Energy challenging. First, the Board created significant disruption in the business. A number of Board members were former senior managers for the company. As strategic and tactical changes to improve the business were introduced, the Board would often second guess and vote down the agenda for improvement. While many company managers and employees desired to move forward, change and growth plans were often thwarted by Board decision-making. Second, a segment of longer-term employees refused to embrace the change required to build a profitable and growing company. A number of these employees I interacted with did not like the increased performance expectations or accountability for results. Many of these employees became tactical obstacles through inaction or detrimental actions that held back the ability to drive improvement implementation. They would not take ownership for their results and often played the blame game. Their behaviors and actions made the gears of change grind slow and resulted in significant frustration through the employee ranks.
