- Too many VPs and business leaders required for consensus and decisions. Mid-level management is either poorly equipped or poorly positioned to deliver on what is often poorly communicated strategy for delivering on executive leadership team initiatives.
- Sub-par compensation and benefits at the corporate level, depending on your line of business (par if you factor in a full bonus).
- Best practice is too often thrown to the wayside in favor of "this is how we've always done it." There's little to no incentive to innovate or push against the status quo, despite leaders clamoring for it.
- Advancement opportunities are available, but the application process heavily favors external candidates for corporate roles. If you love Lowe's and want to move up, it's often easier accept an offer elsewhere and attempt to rejoin at a higher pay-band/title. Promotions in-house limit pay potential, and "lateral" moves result in routinely lateral pay bumps.
- High expectations and mandates from department leadership, but often with few resources or little investment provided to meet them.
- There seems to be a general unwillingness to pay for what's expected. If corporate and store leaders want to attract talented associates and encourage them to stick around, they have to be willing to pay for it. If you want great associates, treat associates like they're great. If you view associates as replaceable, don't be surprised when they're gone and need to be replaced. If you want to revamp entire systems and processes, VPs have to be willing to advocate for time and budget for R&D.
