As soon as COVID-19 hit, the company went fully remote and this is where inconsistencies in the values of the company started to surprisingly show from the executive level. The CEO advertises her principles as part of the mission statement, but her day-to-day actions showed otherwise. Not only does she ignore feedback from her employees on well-thought-out and researched process improvements, but she is aggressive towards dissent in an unhealthy way. Thinly veiled passive aggressive-attacks towards others became a noticeable and frequent pattern. Example: several employees from different departments (sales, product, onboarding, customer experience) received an unwarranted group email notifying them that a deduction would be applied to their following paycheck because a client wanted to cancel their account. Instead of going with this approach the CEO could and should have taken this as an opportunity to assess processes, identify what went wrong, and address systemic issues rather than scorning all groups involved.
Be prepared to be micromanaged and placed under high scrutiny if you speak up about your priorities or challenge the CEO’s way of thinking.
The lack of clear or realistic direction from the executive team, as well as the general culture of fear around making mistakes, creates an incredible amount of unhealthy employee burnout.