Workload expectations were unsustainable. To meet the basic requirements of my role, I regularly worked 50–70 hours per week. While the company offered flexible PTO, there was little meaningful coverage when employees were out, often resulting in even more work upon return.
Frequent layoffs and ongoing staff reductions meant existing clients were repeatedly reassigned from departing employees to the remaining team members, further increasing workloads and making it harder to provide the level of service clients deserved. As responsibilities grew, client escalations became increasingly common, and support from leadership during those situations was inconsistent.
The moment that best captured the disconnect between leadership and employee reality was a company training on having a "growth mindset" that included the message, "It's not bandwidth. It's mindset." For employees already struggling with excessive workloads and burnout, this felt dismissive of legitimate capacity concerns.
The culture ultimately led to significant burnout, high stress, and declining morale. The company has talented employees and clients, but leadership would benefit from addressing workload management, staffing levels, accountability, and employee well-being before focusing on mindset and productivity initiatives.
