Admin roles feel transactional. You’re seen as replaceable, and there’s little to no investment in development. Your value depends entirely on how useful you are in the moment.
Some leaders operate from a place of deep mistrust. If you miss a call or do not respond immediately, it can be treated as proof that you are not working. These kinds of assumptions have fueled unnecessary micromanagement and pressure to return to the office even when the majority of the team is remote.
The leadership team is disconnected and passive. While some disagree with the CEO’s decisions, they no longer speak up. When concerns about the controlling culture were raised, they were met with defensiveness.
The CEO believes he is the smartest person in the room and does not believe existing employees are worth keeping on team.
Feedback is treated as disloyalty. Many employees now stay silent and compliant to avoid becoming targets. Trust and open communication are no longer part of the culture.
Leadership may ask you to stay during difficult transitions, but once you are no longer seen as necessary, they will replace you.
The company markets itself as mission-driven and focused on women’s health, but internally the priority is increasing revenue. Clinical staff are given messaging that sounds compassionate, but the real focus is financial growth and not meaningful impact.
