While I overall loved the work culture, there are definitely some things Jones could do differently. Oftentimes senior management would conduct surveys and ask for feedback, only to still not do or really take heed in what most of us were saying. A good example was during the hybrid activation; most of us were of course not very happy with the call back into the office (I had personally been hired on as a remote worker, and had never been anything else), and it felt unfairly inconsistent as it only applied to people who were within the commutable regions of the STL or Tempe HQ offices, so everyone outside of those areas still remained fully remote. Rather than give department or team leaders discretion, they often set blanket requirements (the hybrid activation just being an example) in how we were to do things moving forward. In the case of the hybrid activation, I was on a STL-based team, and the only one on my team in the Phoenix region, so it made no sense for me to have to go into the office; my team leader and department leader were both fine with me staying fully remote, but the higher-ups enforced that everybody went in, regardless of each individual team's needs. So, in a nutshell, often seeking feedback through engagement surveys just to not really take it into consideration. My other point of concern was Jones' pushing transparency to a fault. C-Suite leaders would often talk about big changes coming, but it would be months (or over a year) before the changes actually happened, and they would start sharing these ideas and changes well before anything was concrete, and often right after they thought of the idea. A great example was the layoffs; Edward Jones started talking about possible layoffs over a year before they actually happened, which meant that everyone was stressed and worried if they would still have a career for over a year before we finally got answers. I appreciate the value of transparency, but plans should be more concrete and with definitive dates before they are announced, as announcements without any real substance or tangible answers often created a culture of confusion or frustration. I will lastly add that while I loved my time there, the direction that the firm has been heading, even since before my time there, makes me believe that it may not stay the great place that it has been. Layoffs were a new thing (they used to be proud of no layoffs), and also, a lot of upper management has been brought in from outside when historically - even early into my time there - they have made it a point to promote even to the top from within.