A strategy without groundwork - Infrastructure Engineer Johnson Matthey Employee Review

The company finds itself in a period of turbulence, responding reactively to market sentiment rather than steering with foresight. In such times, most would expect a seasoned manager to provide stability and guidance as the team shoulders responsibilities well beyond their defined roles. Instead, the experienced leader was made redundant, and in their place, an inexperienced manager was elevated—lacking both the technical knowledge and the leadership maturity required—apparently on the basis of being a “people manager.” The consequences are as obvious as they are damaging. The individual in question has demonstrated little ability to manage a larger team, relying on pressure tactics in lieu of actual leadership. Guidance is absent, concerns are dismissed, and punishments are reserved for those who dare to speak up. Criticism is routinely deflected, accountability is avoided, and priorities are consistently misplaced—whether by focusing on other teams instead of their own, or by chasing visibility over outcomes. Even the fundamentals of leadership are neglected: supporting the team in stakeholder meetings, documenting decisions, or providing consistency in direction. Instead, there is constant flip-flopping, blame shifted onto others, and a fixation on personal recognition rather than team morale. Unsurprisingly, complaints raised through HR have been disregarded, and upper management’s willingness—or ability—to address the issue has eroded any remaining trust. What could have been a moment to reinforce confidence through strong leadership has instead devolved into a cautionary tale. The dysfunction is no longer a quiet internal matter; its reputation precedes it, even outside company walls. Everyone sees it—except, it seems, those in a position to change it.