- Generally disengaged leadership that places little tangible value on employee retention or even the company’s own bottom line; project undertakings and hiring/firing decisions rarely have undisputed, documentable logic behind them and instead are commonly based upon leaders’ personal affinities or dislikes. This is true even when leaders’ personal interests may clearly hurt the company from a financial, ethical, and/or practical standpoint. - Low (corporate) employee trust in the company and sometimes in each other depending on the team (culture as a whole permits and even encourages backstabbing); very rarely will someone who doesn’t intentionally switch departments last longer than 5 years with the company. - Decades behind the majority of companies in terms of diversity & inclusion (D&I) initiatives; many top-tier leaders within the company are unfamiliar with the term and/or openly deny that any such programs within the company even exist. - Communication between higher and lower ranking positions, even within the same department, is rare and highly stilted/non-transparent when it does occur, to the point that office gossip almost always proceeds direct communication between ranks and is even more trustworthy.
