Very poor work life balance in platform/technology teams
In some teams, there is a noticeable gap in leadership effectiveness. Certain leaders operate at a level that is disconnected from day-to-day realities, focusing more on hierarchy than on enabling their teams. There is also a lack of fundamental people management practices—such as regular development conversations. For example, structured career discussions (like PDPs) are often absent despite employee interest.
Team culture varies significantly. In some areas—particularly within platform and technology teams—there appears to be limited diversity of thought and leadership style. This can lead to environments where communication feels one-directional, and differing perspectives are not always encouraged or valued.
Leadership styles in these teams can feel directive rather than supportive. There is limited emphasis on mentorship, coaching, or servant leadership, with a stronger focus on compliance and alignment over open dialogue. This can make it difficult for some employees to feel comfortable being candid or fully themselves at work.
At times, priorities seem skewed toward upward visibility rather than team development or sustainable execution. While outcomes may be delivered, the long-term health of team culture and employee engagement feels underemphasized.
It’s important to note that this is not consistent across the company—there are many strong teams with positive environments. However, certain platform/technology areas appear to be trending in this direction, which may benefit from closer attention.
