Leadership frequently spoke about values like respect, care, and open communication — but in reality, those words felt hollow, as I was routinely subjected to public scrutiny, dismissive responses, and a leadership culture that fostered anxiety rather than support. Instead of being heard, I felt humiliated. Instead of being supported, I was micromanaged. Over time, the inconsistency between what was said and how things were actually handled created a psychologically unsafe environment that ultimately broke down my trust in the organisation.The good thingsSome colleagues were genuinely supportive and collaborative, which was the only redeeming part of the role. The onboarding process lacked clarity and structure, leaving new starters to figure out key systems independently. Although the company promoted access to the Sonder wellbeing service, in practice, it offered little meaningful support during periods of genuine workplace distress.
The challengesManagement regularly failed to address inappropriate conduct, particularly from leadership. Feedback was often delivered publicly and with a demeaning tone. Repeated attempts to raise concerns were met with deflection, downplaying, or retaliatory scrutiny. HR involvement felt procedural rather than compassionate or meaningful. Despite claims of an “open and caring culture,” I experienced a pattern of micromanagement, inconsistency, and emotional strain that left me with lasting psychological distress.