Culture can’t thrive where fear and ego dominate.
At Hyland, too many talented, high-integrity professionals are being overlooked or pushed aside while promotions go to those with the right connections rather than the right capabilities. The result? A leadership structure riddled with ego, insecurity, and a fear of real talent.
Even some of the stronger VPs acknowledge what many employees already know: HR is toxic and untrustworthy. The so-called "anonymous surveys"? No one believes they’re truly anonymous—and that fear silences honesty.
The company continues to underutilize its most capable team leaders while elevating those who lack professional skill or leadership talent—often because they pose no threat to fragile egos above them.
If Hyland is serious about building a high-performing culture, a deep and courageous house cleaning is overdue—starting all the way up at the VP level.
Until then, trust will remain broken, and the most visionary, skilled people will either check out—or leave.