Misalignment between stated values and actual practices
Pros
Opportunities to lead complex projects: I was trusted with high-impact work that stretched across departments and had executive visibility.
Cons
Misalignment between stated values and actual practices: Core values like “Honor People” and “Align & Commit” were not consistently upheld in decision-making or leadership behavior. Leadership inconsistency: Communication from executive leadership often lacked transparency, leading to confusion and misdirection at multiple levels of the company. Culture suffered during transition periods: The company went through significant structural and leadership changes, and during those times, morale and trust eroded — especially among underrepresented staff. Limited accountability for poor management practices: Despite repeated concerns raised internally, ineffective leadership was often left unaddressed, undermining both retention and psychological safety. Data-informed decisions were inconsistently prioritized: While some departments championed evidence-based approaches, broader organizational decisions didn’t always reflect the same level of strategic clarity or rigor. People teams lacked sufficient support or resourcing: Despite taking on strategic work critical to the company’s future, the People function was often undervalued or overextended.
