The culture at times felt challenging, with limited trust and respect for employees, especially as a middle front ling manager. Feedback was not always delivered constructively, and leadership often appeared disconnected from the realities of the day-to-day role espeially those in New buisnes sales. This created an environment where morale could suffer, and where strong, professional leadership was noticeably lacking.
Frequent and reactive changes, often made without sufficient planning or communication, made it difficult to build momentum or maintain clarity in approach, which added to the lack of trust and discomfort felt. This lack of stability added unnecessary pressure and hindered long-term progress, as there was no direction or stratgic planning.
Since leaving and joining a new organisation, I’ve gained valuable perspective on what supportive leadership, fair compensation, and a healthy working culture look like. It has highlighted how undervalued I and many others felt at LBR, particularly given the expectations and standards I was working to maintain.
While there were opportunities to develop resilience, the overall experience underscored the importance of strong leadership, clear communication, and a culture built on trust and respect. There is also very little operational support from the rest of the company, sales are expected to own everythig with little excuses.
