Toxic favoritism and poor leadership create dysfunction
Pros
Decent FTO program and hybrid flexibility if you can tune out the noise.
Cons
The root of the dysfunction was one deeply insecure leader who turned the entire department into his personal favoritism empire. With zero remorse, he consistently rewarded personal loyalty and comfort over competence or seniority. He passed over experienced, high-performing employees for years, played mind games, engaged in passive-aggressive behavior, and even resorted to body-shaming during team activities. His fragile ego created a toxic atmosphere where independent thinking and strong results were seen as direct threats rather than assets. This favoritism machine still runs unchecked for years under his watch. He was enabled and fiercely protected by a rigid, controlling enforcer whose default mode was “I’ll be the judge of that.” She showed no remorse while ensuring the inner circle remained untouchable, real mentoring barely existed, and anyone who calmly questioned the unfairness was quickly marginalized or punished. Adding to the dysfunction, a bitter and jealous former manager hoarded knowledge, provided almost zero development or support, and took out her personal resentment on those below her. At the center of it all was a young, significantly less experienced favorite who received rapid promotions and special opportunities, while another individual was quietly allowed to keep extra responsibilities, move to another state, work from home, and take desirable trips far longer than originally promised — further distorting workloads and fairness for everyone else. None of them ever showed any real remorse or willingness to address the clearly broken system. After over 6 years of watching this machine operate exactly as designed, I finally left the moment a significantly better opportunity appeared. The compensation was insultingly low for the daily politics, emotional labor, and ego management required just to survive.