--000000000000f987960649ed5a1c Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Hi Tim, As requested, I wanted to provide more detailed observations regarding Diane=E2=80=99s management style, including specific examples of strengths = and areas for development. My goal is to share objective feedback and the impact these behaviors may be having on the broader team. I apologize for the delay but I wanted to ensure my observations and feelings were as accurate as possible and needed 60 days to observe for a fair analysis. *Strengths* - Diane brings a strong operational and process-focused mindset, which helps maintain structure, consistency, and adherence to standards. - She is results-oriented and focused on execution, deadlines, and output, which supports operational stability. - She is comfortable making decisions and enforcing expectations, particularly in performance-driven environments. *Areas for Development with Examples* - *Leading by example:* At times, Diane does not visibly model the behaviors or attitudes expected from the team. For example, when new company initiatives or rollouts are introduced, she does not consistentl= y demonstrate buy-in or reinforce their importance, which can signal disengagement to CMSs. - *Support of company initiatives:* Diane has shown limited engagement with company-wide rollouts and initiatives. Key takeaways are not consistently reviewed or reinforced with CMSs, leading to uneven understanding, adoption, and execution at the site level. - *Cross-team relationships:* There appears to be ongoing tension between CMSs and HCLs, and Diane=E2=80=99s approach may be contributing to this = divide rather than helping to bridge it. A more unifying and relationship-focus= ed leadership style could help reduce this friction. - *Energy and presence:* Diane often brings a negative or frustrated energy into the office, which can impact morale and engagement. This ton= e can discourage open dialogue and reduce psychological safety within the team. *Overall Impact* Diane=E2=80=99s factory-minded, execution-focused approach provides operati= onal structure, but the lack of visible buy-in, people-focused leadership, and positive presence may be contributing to disengagement and internal tension. Increased emphasis on leading by example, reinforcing company initiatives, and fostering collaboration could significantly improve team alignment and performance. I recognize that Diane is interested in continuing to grow within the organization and had hoped to be promoted to General Manager for Milwaukee in order to expand her regional presence across multiple sites. While I respect that goal, I do not believe she is the right fit for the Milwaukee GM role at this time, based on the leadership considerations outlined previously, as well as the specific needs of that market. The Milwaukee office requires a General Manager who is locally based. Historical data and performance trends show that fi