I joined Federal Home Loan Bank of Chicago feeling excited and optimistic. On the surface, the organization appears well-structured and professional. Unfortunately, after a short time in my role, it became clear that this image does not reflect the internal reality.
Many leaders, directors, and managers appear to lack basic management experience and are placed into roles without the skills or background needed to lead effectively. Most concerning, the HR Director has no prior HR experience, yet oversees the entire department—resulting in inconsistent practices and little meaningful employee support.
Early in my tenure, I became involved in matters related to a lawsuit from a former employee who had been terminated. This experience highlighted the toxic environment that is tolerated—and, at times, facilitated—by leadership. Despite this, the same leadership behaviors continue unchecked.
The director of my team managed primarily through fear rather than collaboration or trust. There was open discussion with my manager that this leader needed management training to be more aggressive, which speaks volumes about the organization’s leadership philosophy. Employee “recognition” was largely tied to working nights, weekends, and consistently performing far beyond one’s job description—creating an unhealthy and unsustainable culture.
Collaboration across teams was minimal, silos were strong, and cross-functional work was ineffective. Town halls and all-staff meetings were poorly planned, poorly produced, and disengaging. Morale was visibly low, with little sense that employees felt heard or valued.
Overall, this organization struggles with leadership accountability, culture, and basic people management. While it may look polished from the outside, internally it is disorganized, fear-driven, and difficult to navigate without sacrificing personal well-being.
