In the workplace, some sections were self-serving and downright bullying. They forced their people to work under oppressive conditions. The CEO had already delegated responsibilities, but some staff were confused about their level of authority. Others were tense and anxious because the board was talking about outsourcing, relocation and cost-cutting.  The CEO moved constantly from one section to another, massaging the downtrodden and banging the heads of offenders. 

In his heart he believed that employees were the key source of the organisation’s value. In reality he was finding everything was about improving performance. No matter how hard he pushed, shoved and shaped, the organisation remained off course. Struggling against being drawn back to where he was when he first started as CEO, he found himself walking the tightrope of a balancing act.

The time had come he thought to act. It was now or never.

Hiring a nearby converted dance hall resplendent in galleries, ample seating and a stage, he summonsed the entire organisation to attend the venue for a full day. All operations would cease for 24 hours.