LinkedIn reviews

Toxic and racist management during my second half, well my last four months, a company that I loved turned into the most horrible experience. LinkedIn has set up policies on conduct and behaviour that, unfortunately, management doesn't always follow; they have a reputation for humiliating, harassing and bullying their employees to the point that they want to leave, and that is unfortunate since it is a great company

As a long-standing member of LinkedIn's Customer Success team, I have had the opportunity to witness and experience the evolution of our leadership, particularly within the North American region. While there are undoubtedly strengths within our team, it is essential to address the growing concerns that have surfaced over time. One of the most pressing issues is the apparent lack of strategic vision at the senior management level. Decisions often feel reactive rather than proactive, and there seems to be little alignment with the broader, long-term goals of our organization. Instead of building a cohesive strategy that guides our efforts, we find ourselves chasing after constantly shifting KPIs—indicators that seem to be created arbitrarily each year. This inconsistency not only creates confusion but also erodes trust in the leadership's ability to steer us in the right direction. Another concerning trend is the toll that this environment is taking on our managers. Those who earn exceeded ratings and get a merit increase often do so at a significant personal cost, with burnout becoming a common experience. The emphasis on competitiveness over collaboration has transformed our team dynamic into one where colleagues are increasingly exhausted and disengaged. The senior managers who should be guiding us through these challenges often seem overwhelmed themselves, leading to weakened support structures and a general sense of instability within the team. The situation is further compounded by the intense competition that now defines our work environment. While healthy competition can drive innovation and performance, the current atmosphere is pushing many of our colleagues to their limits. The result is a team that, while undoubtedly talented and dedicated, is struggling with burnout, diminishing morale, and a lack of clear direction from those in leadership positions. In summary, while the North American Customer Success leadership has achieved much, there is a growing need for a recalibration of our strategic vision, a more thoughtful approach to KPI setting, and stronger, more supportive management. Addressing these issues is critical to ensuring the long-term success and well-being of our team.