Toxic Management from the CTO, High Turnover, Lack of Inclusivity, and Micromanagement – No Improvement Over Two Years - Anonymous employee Gemba Employee Review

Toxic Management from the CTO: The work environment was significantly affected by the leadership style of the CTO, who frequently misused their position of power. The CTO’s approach often involved creating unnecessary pressure and fostering a climate where employees felt intimidated and unsupported. Communication was often indirect, with instructions filtered through managers who were frequently left confused. The CTO also openly lied at times, further eroding trust and creating a hostile environment. This lack of clear direction, along with constant changes in priorities and expectations, made it difficult for employees to meet performance standards. In several cases, employees were pushed into situations where they could not appear productive due to unrealistic expectations and frequent changes, leading them to be put on performance reviews and eventually leave the company. High Turnover and Mass Layoffs: The company suffered from alarmingly high turnover. In November, there was a series of mass firings that were not formally announced, leaving employees anxious and on edge. Over the course of several days, 2-3 employees were let go daily until the total number of staff reduced by 20-30. This created a tense atmosphere where everyone feared they might be next. A lack of communication, explanation, or transparency during this period only heightened the sense of insecurity. Some honesty and clarity from management would have made the situation more bearable and supportive for those left behind. Lack of Inclusivity and Diversity: There was a significant lack of diversity across management, with no visible efforts to address this issue. Many management positions seemed to be held by individuals from similar backgrounds, with little focus on inclusivity for the remaining employees from diverse backgrounds. With only a few employees from diverse backgrounds left, the company didn’t appear to make any efforts to support or include them, contributing to a sense of exclusion and disconnection for those individuals. Constant Monitoring: A single camera was placed directly in front of the product team, where it was used to closely monitor employee behavior. This monitoring was selectively enforced, with some employees being reprimanded for minor infractions like brief conversations or checking their phones, while others faced less scrutiny. This created a stressful environment where employees felt constantly watched, making it difficult to engage in normal interactions with colleagues. Disorganized Project Management: The CTO’s management style led to significant disorganization in project management. Frequent changes in project direction, combined with unclear communication, made it difficult for employees to complete tasks efficiently. The inconsistent mix of methodologies, including Agile and Waterfall, further complicated the situation, often leading to rework, missed deadlines, and increased stress.