Stephen Smith often talks about wanting to end the mental health crisis. That message rings hollow when so many of his own employees experience chronic stress, burnout, extreme micromanagement, unrealistic expectations, poor work-life balance, and communication that can be demeaning or dismissive. These are not isolated issues or the result of a few bad managers. They are the direct result of the culture Stephen has created and continues to reinforce throughout the organization.
The culture revolves around keeping Stephen happy, and fear is often used as a tool to maintain that dynamic. Employees quickly learn that approval matters more than collaboration. This creates an environment where politics and self-preservation often outweigh teamwork, trust and effective communication.
Employees are often made to feel that spending time with family, setting boundaries, or prioritizing their own well-being reflects a lack of commitment to the mission. For a company in the mental health space, the gap between what is said publicly and what employees experience internally is hard to ignore.
It is also difficult to overlook the lack of female representation in senior leadership despite a workforce that is overwhelmingly made up of women. I do not believe that is accidental.