Employee turnover has accelerated significantly in recent months, and morale across the organization is extremely low. It’s only Wednesday and three colleagues I work closely with have already shared that they’ve submitted their resignations this week. At the current pace, it’s difficult to imagine that many of the people I work with across sales, finance, legal, or operations will still be here six months from now.
A major driver of this attrition is the leadership environment. The leadership team consistently struggles with both strategic clarity and people management. Priorities change frequently, initiatives are launched and then quietly abandoned, and teams are often asked to pivot without a clear explanation of how the new direction is expected to be executed. Decisions tend to feel reactive rather than well-considered, and communication from leadership often comes across as combative or dismissive rather than supportive or collaborative.
The situation has become more unstable following recent significant layoffs. The CEO has indicated that additional workforce reductions are likely and that the company intends to rely more heavily on “AI” to perform work that is currently done by employees. However, there has been little evidence of concrete planning, tooling, or operational redesign that would realistically enable AI to replace even many entry-level responsibilities.
The combination of ongoing layoffs, unclear strategy, and an increasingly strained leadership culture has created an environment where many employees are actively looking for opportunities elsewhere.
