Leadership is all talk, no walk. Promises are made at the top and recycled endlessly: “we’ll provide more transparency,” “we’ll improve communication,” “we’ll value your input.” These phrases show up in quarterly slides but never translate into reality. Carnegie pushes out endless employee surveys only to ignore feedback or spin the results with corporate jargon. Employees who voice concerns non-anonymously are gaslit, brushed off, or met with vague platitudes. Speaking up here is meaningless.
Workloads are unreasonable and unsupported. Constant turnover means it’s not unusual to message a colleague on Slack only to find their account deactivated. Employees are pressured to sell and deliver products without proper project management processes in place, leading to chaos for both staff and clients. Burnout is rampant — all while pay remains below market. Meanwhile, leadership parades “record sales” and “stellar growth” while employees wonder where the money is going (hint: not to the people keeping the company afloat, but to private equity pockets).
The culture is toxic and political. Leadership operates like a good ol’ boys club where success depends on who you know and how well you play internal politics, not merit. This fuels distrust, cliques, and an environment where nothing feels fair or transparent. Senior leadership rarely takes responsibility for missteps. Instead, systemic problems are blamed on “budget constraints” or “the market.” The response to challenges is often to “sunset” a team (a cold euphemism for layoffs delivered via random meeting invites) or restructure for the umpteenth time — destabilizing the workplace even further.
Bottom line: Carnegie talks a big game about culture, transparency, and valuing employees. In reality, it’s all smoke and mirrors. Unless leadership learns to actually listen, own mistakes, and invest in its people, this cycle of dysfunction and burnout will never end.