-Very PIP driven culture, while expressly tiptoeing around calling it that. Feedback I received in a performance cycle was framed as recommendations, and when asked if it was a PIP, I was told it was not. Only for it to be referenced as a "performance plan" in a latter performance review a year later, and a mentor partnership being called a "coaching plan". There's a preaching of transparency and feedback, but my managers never gave me feedback on performance during 1:1s, only to unleash a deluge of it when it was convenient for them.
-Toxic politics when it comes to the AE team, there were some AEs who went out of their way to throw other members of the Account Team under the bus to deflect customer feedback on their own performance. I watched one jr AE in particular spend more time pushing a customer to support instead of selling them a solution because they were afraid of talking to them. In addition, they attempted to push other employees to take action in ways that broke protocol, and then put them blame on them. No manager support in this regard either. This particular individual would also take credit for tasks I completed, with zero pushback from management.
-Lack of ownership guidance for multiple roles. The TAM team in particular seems to have a very nebulous definition of what they were responsible for. I found myself multiple times taking on tasks meant for CSMs and TAMs, and received similar feedback from my counterparts on those teams. Again, management did little to help in defining those when it was brought up.
