Michels reviews

Despite its size and reach, the company struggles with weak leadership and administrative practices and an aversion to technological advancement. Internal communication is poor, and turnover remains high, leading to significant waste of talent, resources, and equipment. Financially, revenue growth fails to match escalating expenses, raising concerns about long-term sustainability. Leadership engagement is minimal. The president is largely absent from meaningful interaction, and there's a tendency to retain overpaid, mediocre staff rather than cultivate fresh talent and innovative ideas. This attitude appears to stem from a family leadership culture that resists modern solutions and seldom visits their Canadian offices. When they do, there's little effort to connect with employees or build rapport. They're often excluded from US based team-building events and social initiatives, leaving engagement to an underwhelming administrative group lacking the creativity or experience to foster belonging. Canadian contributions go largely unrecognized, reflected even in the internal magazine, where Canadian staff rarely appear beyond a single page. When employees choose to leave the organization, there is a noticeable lack of effort to retain valued talent. No formal retention strategies are implemented, and departing staff are not offered exit interviews—missing a vital opportunity to gather insights, address concerns, and improve future employee experiences.