Hobby Lobby managers often struggle with transparency. They say one thing and then do the opposite, which makes it hard for employees to trust the process. As a Team Leader in the warehouse, I’m aware that this may be as far as I’m allowed to go because promotions often come down to “right place, right time.” That’s unfortunate, because there are many talented Team Leaders and Co‑Managers who have been faithful, well-respected, and knowledgeable for ten or twenty years and are still overlooked.
There’s also a strong expectation to be a “yes” employee and simply tolerate ongoing issues. Some situations have become toxic, yet managers prefer to talk around the problem instead of addressing it directly, waiting until things get out of control before stepping in. Pay practices follow a similar pattern. Minimum wage increases only happen when competitors force the issue, and annual raises are typically only fifty to sixty cents. At Christmas, employees receive $100 per year of service, but asking about wage increases for long‑tenured employees is often met with laughter instead of a real conversation. Recognition tends to come in the form of plaques rather than meaningful investment.
Another concern is the lack of accountability around FMLA abuse. Employees openly admit they use it simply because they don’t want to work or didn’t get their way, yet nothing seems to be investigated. Meanwhile, leadership tries to motivate teams by showing Chick‑fil‑A seminars, but the culture and standards are nowhere close.
I don’t want to overlook the few Co‑Managers who genuinely try to invest in their teams; they work hard to do the right thing. But they’re often blocked by Zone, Building, and Area Managers. Employees end up feeling more like robots than people, and the ones who consistently show up and do their jobs are overshadowed by the chaos created by a few.
The warehouse needs better structure, and the company needs to start investing in the people who show up every day without causing problems. Managers shouldn’t rely on Team Leaders to be the only ones who know the employees. Get out of the office, put down the phones, and actually connect with the people who work for you. There is so much potential in this building far beyond what is currently being recognized. am looking forward to the new career I will be transitioning to soon, for it is an organization that supports and invests in its people in ways that truly matter. It values transparency, accountability, and genuine leadership—qualities that create an environment where employees can grow, be heard, and feel respected. Stepping into a place that prioritizes development over politics and consistency over convenience gives me a renewed sense of purpose. I’m ready to bring my experience, work ethic, and character into a culture that recognizes potential and encourages people to thrive, not just endure.
