Hello, Immediately Stop Everything & Do it, It's Urgent, "Yes Sir"

In reactive organizations, it’s not the policy or process which rules, instead, its mode and work stress. 

1.  Why this phrase is so common in every type of industry around the globe?

2.  Why most of the time employees need to bypass all the processes just to fix the issue?

3.  Why most of the employees have a desire to improve the system, but slowly and gradually they became part of that old unproductive system?

4.  Why most of the time different departments of the same company are not likely willing to support the business function to meet the organization's goals?

5.  Why employees of every tier of business function feel stress and insecure about their job responsibilities/management satisfactions?

Most of the reliability focused leaders are also running their businesses reactively & treats any innovative idea from his team a challenge & threat 

As I have worked on the top position of the few organizations and saw down tier behaviors and up tier behaviors keenly and I come up with some conclusion of this happening.

 Reactive leader rules by giving stress and fear to their employees or even become abusive & later he starts competing his employees/subordinates  

1.  First and for most, the leader of the organization is in reactive paradigm, therefore, it's truly a crisis of leadership which later inculcate in each cell of the team.

2.  Ruling the highly centralized structure and involving in the micro-activities is the consequence of a reactive approach of that leader.

3.  Later that leaders' attitude thrives his reported managers to come on his reactive pace just to satisfy his own built wrong KPI’s 

4.  In consequence, the complete team fabric of that reactive leader disbelieves the fruits of planning and processes because “fix it immediately” seems more productive to that reactive leader.

5.  The reward system is highly linked with the attitude of fixing a problem, not improving the situation. This gives a signal of discouragement to process-oriented or reliability oriented manpower (discrimination)

6.  While crafting the Vison, Policy & Goals, reactive leader does not involve lower-level management/employees because he thinks that he understands much better while sitting in their chilled room a taking a cup of coffee. 

7.  This mentality consumed the experienced manpower in those activities which are not directly linked with the business objectives-->goals -->vision.

8.  Reactive leaders believe Humans are machines and employees have no family and personal life. This attitude gives the signal to employees that no one is there who can understand their family/Friends’ importance for them. 

9.  A team normally at the passive end who adopt the culture of a reactive leader and that is how this all mess creates the urgency of each task, emotionally unstable team, stressful work environment, job insecurities, and soon team start digesting this phrase “Left All the Work & Do This Task Right Now, It's Most Urgent”

A reactive leader’s ego is the single topmost wall between the organization and its excellence because he thinks his modes are the foundation of any policy.