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There still appears to be inconsistency in how leadership titles are applied. In some cases, individuals hold Director-level titles despite not having people leadership responsibilities or organizational scope typically associated with those roles. This creates confusion around progression pathways and can feel misaligned with the company’s stated principles around transparency and Teal culture. Employees are often told that belt progression does not translate into traditional leadership titles such as Director, yet exceptions seem to exist for select individuals. Greater consistency, role clarity, and alignment between titles, impact, and accountability would strengthen trust in the system. To fully embrace a Teal culture, the organization should continue focusing on decentralized leadership, meaningful contribution over hierarchy, and reducing title-driven structures that do not add operational value.

Certain leadership behaviors negatively affect morale. SD rarely engages directly with operational work on the floor but portrays strong involvement. There is a tendency to highlight employees’ mistakes publicly rather than coach or support improvement. Issues are often escalated instead of being handled through constructive feedback. There have also been situations where employees already under significant stress were discussed openly in front of others, which created tension and an uncomfortable environment for the team. These actions impact psychological safety and trust within the workplace.