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I worked at Donaldson Company full-time (More than 10 years)
Donaldson's primary focus is generating financial results that meet or beat the plan. The shareholder is the number one priority. They do that by focusing on the customer and meeting the customer's needs and developing technology that gives them an advantage over their competitors. Over the past 30 years, Donaldson has had a steady record of growth, but the last 4-6 years have been a struggle. Their very conservative management style is well suited for difficult times, but it has also holds them back from making investments that don't have a nearly guaranteed chance of succeeding.
Donaldson is good at identifying metrics and measuring performance to those metrics. Nearly everyone that moves up into management is very good at making all kinds of calculations and creating spreadsheets to monitor various parameters. Unfortunately, using that methodology alone to manage and motivate people doesn't generate the best possible employee performance. The verbal message to employees is that their employees are the most valuable asset and they are what makes Donaldson successful. But the reductions in benefits over the past years, the regular 2-3% raises (while senior management gets 5-15% raises based on 10K reports) and the expectation that employees are available 24-7 sends a different message.
Advice to Management
Management needs to get out of their office and connect with the people they lead. This is more important now, during the trying times, than when it is going well. During the trying times, if people have little or no personal connection to their manager(s), they will be uneasy and more likely to look for better opportunities.