Disorganized leadership erodes what used to be a strong culture
Pros
There used to be a number of notable strengths worth highlighting. The company had a genuinely good culture, with a strong sense of team unity and collaboration across the board. People were generally willing to support one another, communication between peers felt open, and there was a real sense of camaraderie that made the day-to-day work environment enjoyable. That collaborative spirit also extended to how teams handled shared projects and events, with people pitching in and working well together rather than operating in silos. Unfortunately, much of that has shifted with recent changes in leadership and structure.
Cons
A recurring issue: management would commit to specific event-related tasks, confirm those commitments multiple times when asked directly, and then fail to follow through — often leaving the team to discover, sometimes just an hour before an event, that none of it had been done. Staff are told to “take more ownership” and “do better,” yet management doesn’t hold itself to the same standard, routinely offloading last-minute work that they had explicitly agreed to handle. Feedback is similarly inconsistent. Employees are often told they’re doing a great job, only to then be blindsided by a formal notice of performance with little to no warning. This disconnect between verbal feedback and official performance documentation makes it difficult to trust the feedback being given or to know where you actually stand.
