Unfortunately, my experience at this company has been marred by a culture that often prioritizes personal status over genuine leadership. There is a noticeable pattern of bullying behaviour, with little accountability at management levels. Many managers appear more invested in their own visibility and advancement than in the growth or wellbeing of their teams. Career progression is often obstructed—either actively or through neglect—with minimal support or constructive feedback offered to junior staff.
Upper management, in some cases, seems to have advanced based more on tenure than proven capability or alignment with the company’s leadership values. This results in a lack of inspirational leadership and poor mentorship across the board. Rather than fostering a culture of support and development, people leaders often focus solely on their own success metrics.
The "performance culture" the company is trying to instil has had unintended consequences. Instead of inspiring excellence, it has led to disenchantment among those genuinely motivated to help the business grow. With limited platforms to succeed, these individuals often feel sidelined, while managers are incentivised to think only of themselves, not their teams. This dynamic may be putting the long-term prosperity of the company at risk, as it undermines collaboration, trust, and talent retention.
