Difficult to manage long-term management - werkgeversreview Anonieme werknemer bij p-value communications

I get the opportunity to work with smart, talented, creative people every day. From ownership on down, there are so many (women) to be inspired by. My team works well together, my clients are kind and appreciate and value the work we do. I've learned so much and I'm encouraged to continue growing. The opportunities here feel endless for those that want them.

It's an agency, in pharma, so sometimes there is a lot of work. Late nights, travel, last minute deadline scrambling - these things are unfortunately unavoidable in this industry. Not everyone on the team puts in the same level of effort and commitment during those moments, which makes it harder on those of us that do.

I gained valuable lessons that I will carry with me throughout my career: - I learned just how cold and cultureless businesses can be - I witnessed that actions speak much louder than PowerPoint presentations - I discovered that some companies prioritize event aesthetics over basic employee decency - I realized the relief that comes from no longer working in such a toxic, catty environment

Some key leaders: - Were power-malnourished, (not to be confused with power-hungry) - Consistently prioritized client happiness over company morale (free lunches were a mask) - Enforced policies even if they didn’t adhere to the simplest ones - Acted above being questioned or understood, especially by those lower on the org chart - Disregarded performance reviews, sometimes until the day they drastically shifted roles & responsibilities - giving employees zero time to improve. - Practiced favoritism, addressing sensitivities for some while overlooking the presence of others - Took full-week vacations without notice, leaving employees to fend for themselves…then failed to acknowledge the effects - Insisted on being the main point of contact, even if unreachable. - Micromanaged at random, then disappeared when support was needed; and somehow employees were the ones who gave the poor performance - Discouraged initiative; questions were often responded with “you’re overthinking it.” - In the rare times feedback was provided, it was often dismissive, vague and unconstructive - Gossiped at inappropriate levels, once making a baseless yet damaging accusation toward an employee, over a deliverable not meeting expectations - Extended efforts only to the level of “due diligence,” doing what looked good on paper - Provided lengthy training, which often proved inapplicable in real-world situations - Lacked a clear vision, were closed off to recommendations, then were blameful of the shortcomings. On occasion, they’d present a confident vision far from reality, and again blamed others if not executed properly.