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Employer has new CEO and they’re already destroying company morale
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"They own another company that’s deep in the red, with a 39% approval rating from employees"
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A worker feels the pressure of the job after returning to the office. -
Culture, trust, and autonomy are the glue that holds everything together in an organization. Breaking down those important facets of a workplace can have unforeseen consequences.
Culture is built by patterns and communication. When those patterns and messaging change overnight, it can create a feeling of uncertainty and unfamiliarity as the company morphs, sometimes becoming entirely unrecognizable. Mutual trust is built on whether or not leadership has demonstrated actual understanding and a reciprocal working relationship that aims to achieve mutual solutions, rather than just passing directives downwards and expecting their compliance.
Return-to-office mandates have become particularly delicate and potentially disastrous trigger points when companies suddenly change course after years of offering flexible working or remote options for employees. Framed as an operational necessity, for employees who have built their lives around flexibility and remote work, they represent a deeper, colder shift in values where the “needs of the business,” which look more like the whims of new leadership, outstrips all else. The sense of belonging evaporates as the messaging changes, and whatever illusion of culture was there dissapates.
For ownership and the board, this is almost invisible. As to them, performance targets or financial outcomes outweigh all other metrics. But for employees, when that sense of belonging weakens, engagement declines, starting the slow process of burnout. Productivity becomes harder to sustain as everyone is busy looking over their shoulders, collaboration becomes more guarded, and eventually, the formal departures begin.
This remote employee described how their company recently underwent a leadership change after the founder and CEO was replaced by a majority shareholder. The new leadership immediately introduced a return-to-office (RTO) mandate that risked forcing out experienced remote employees who did not have the ability to relocate.
There was also a sudden increase in pressure from leadership through late-night communications, and aggressive performance metrics all hinging on a focus on AI-driven efficiency. Looking into the new CEO's other business ventures revealed the same high employee dissatisfaction and other restructuring patterns.
The employee shared their thoughts, experiences, and concerns in this account of events regarding what was happening to a workplace and employment relationship that they once loved.
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Late-night messages are heavily linked to employee burnout.
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MorpheusFT
Continue to work from home and force them to fire you instead of leaving?mazalaca - Original Poster
I’m okay, as I live close enough to the office that RTO isn’t terrible for me. It’s the rest of my coworkers that are in immediate danger. I don’t work with anyone local, they all live out of country or out of state. If they’re all let go, there’ll be no team left. -
Loubbe
Sounds like private equity bs.mazalaca - Original Poster
What's wild is this isn’t a small business. It’s a leading company in the industry with multiple awards and products that have millions of monthly users. It felt very stable here, and it shows through how many employees have been able to put down roots and start families. This feels completely out of left field. I’m so stressed out for my peers, not to mention myself. -
QuellishQuellish
The founder, CEO, sold out. That's usually the goal, and what happens to the company after is not a factor. It's not the same company anymore, and it doesn't sound like one that you should stay at.
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