What has led to the visible decline of this organization is not market conditions, but a deeply dysfunctional leadership culture. The environment is characterized by fear-based control, a lack of accountability, and empathy. In my experience, the leadership prioritizes "YES" people over true professionals, leading to a "shame-rage" culture where constructive feedback is treated as a personal attack.
The dysfunction is systemic, driven by three key operational pillars:
1. Financial Management & Culture: Under recent financial leadership (controller), the focus appeared to shift from controlling/improving finances to an authoritarian oversight of staff.
i) Performance Metric: Success seemed to be measured by how well one could "manage up", be a "YES" person, and please top executives rather than operational ethics. Despite a direct high correlation between this leadership style leading to increased resignations (from all departments), declining morale, and deteriorating financial performance, this pillar remained the "top man" simply because leadership's own tendencies were mirrored. Loyalty to top leadership, rather than ethics or outcomes, became the defining success metric.
ii) Management Style: I observed a pervasive disregard for professional boundaries, including micro-management that extended into employees' personal time and sick leave. The atmosphere felt hostile, with dismissive language used to devalue subordinates' career potential, to the extent that a comment was made to one employee suggesting they would not go beyond the role of 'clerk' in their career, and to another employee that immigration-related documentation would have been withheld had the employee’s plan to resign been known. (can't ethically and legally say that)
2. Leadership: The current leadership overseeing Finance and Operations appears to lack the technical clarity required for the role.
i) Performative Productivity: There is an unhealthy obsession with "office hours." Leaving before 6:00 PM or taking necessary health leave is often viewed as a lack of commitment. Also, in my opinion, their leadership has been "Blatherskite" - one who speaks overmuch without saying anything of importance or without making much sense.
ii) Favoritism and Lack of Empathy: Management is largely driven by personal bias. Those who align unquestioningly with leadership thrive, while those who offer professional critiques or stand up for culture often find their job security jeopardized. Also, in my opinion, they are one of the most non-emphatic personalities to work with. People have been fired at their lowest without any remorse. In my observation, there appears to be a lack of transparency and financial reports/accounts might have been manipulated to suit internal narratives, suppliers have not being paid for months, and there is never a regular formal communication to employees (from the CEO as well) on what is going with the firm and what steps are being taken to bring things under control.
3. Human Resources Ethics: HR, which should serve as a neutral safeguard, appears to have become an extension of the leadership's politics rather than a protector of the employees.
i) Confidentiality Concerns: In my observation, HR fails to maintain professional neutrality. It seems like employees often feel hesitant to raise concerns because they are unsure of confidentiality or follow-through
and that their private discussions appear to be shared with management, leading to a "backfire" effect for those seeking help. Seems like HR itself has become part of the problem, even though they are one of the strongest and powerful functions in a firm because of their critical, unique ability to influence the entire organization's performance, shaping the right culture.
ii) Professional Standards: HR lacks the emotional intelligence expected of HR professionals. When HR engages in office gossip or fails to maintain the website’s job postings for over a year (many JDs from 2024 are still active), it suggests a department more focused on internal politics than talent management.
Advice to Management: You lost and are losing your best talent because you prioritize obedience over integrity. You cannot build a sustainable future on fear and silence.
Advice to Job Seekers: This leadership doesn't want professionals; they want "YES" people. If you value your mental health and professional integrity, look elsewhere. This is a cautionary tale of what happens when manipulative voices are given the most power.
