I just wished there was a way the US allowed (or maybe it was the Japanese) to keep the Japanese executive management who's talent and geniune positive influence to be able to stay longer than 5yrs, here in the US, in their continued role. They kept rotating them in and out. Thus, I recall after seeing amazing divisional growth be a part of a Japanese/US GM success, it seemed like clockwork that they would have to move out of their roles and back to Japan! family and all! -- other than that, I understand that companies may not always have a clear growth path that fits my career objectives, but that the friendships that get built over the years is truly the greatest gift to walk away with. And please, even long after I have been gone, just sincerely take a moment and reward those who's dedication, even after 25yrs, is not taken for granted! Reward them w/the greatest Thank you! for two decades and a half of helping the company thru recessions, exponential growth, then economic downturns, and recession!I have many former co-workers that you forgot to reward that are now on the unemployment line. But Toshiba, I still love and think about you all the time! Just know I am excited to come back and share with you my greatest joy working for Cisco!!
Ease up, open up to the ground-level suggestions. Ask employees to devote 10~15% of their time on improvement projects or blue-sky ideas. Foster differences and bring in unique employees. Don't dwell too much on creating a procedure when pitching a new idea. Let the process play out and the departments hash out what works. Document it once it's the status quo or we have to train someone.
Provide a clear trajectory for the company. We also need some sort of metrics so that we know where we stand. Give employees more control over business development to increase corporate buy-in.