At times, leadership communication felt inconsistent. There were situations where concerns, frustrations, or challenges were communicated downward rather than being addressed in a way that built trust and alignment. This created uncertainty and impacted morale.
Transparency was also a challenge. Information was sometimes shared selectively, leaving teams without the full context needed to understand decisions or changes. This was especially difficult during periods of organizational change.
The culture seemed to welcome questions and feedback when things were straightforward, but there was less openness when situations were unclear or when decisions were challenged. A healthy workplace needs room for respectful disagreement, questions, and conversations — especially when the path forward is not obvious.
Across teams, it seems that there were competing priorities that took a way from bigger goals for the organization.
Another recurring challenge was the expectation for employees to step outside of their defined roles to support other teams or fill gaps. Collaboration is important, but when this becomes a regular expectation without recognition, clear prioritization, or acknowledgment, it can lead to burnout and frustration. These items were often left off of performance evaluations as well.
