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This document discusses paradoxes that can hinder organizational performance. It examines three paradoxes: 1) an organization may not value behaviors it says are valuable, 2) leaders and staff want the same thing (progress) but may not ensure employees understand expectations and how to achieve progress, and 3) an organization may treat outside customers with greater care than colleagues. It provides leadership actions to address each paradox, such as ensuring values reflect real behavior, employees understand expectations and how to achieve progress, and removing barriers that hinder performance by regularly asking employees what's not working and what they need to be effective. The document aims to help leaders identify areas for improved performance and make positive changes.