Toxic culture, Toxic Leadership, Lala type culture - Recensione dipendente - Manager presso Diageo

The toxic culture is heavily driven by perception and internal politics rather than genuine execution. People are hugely toxic predators and extremely insecure, especially long term people. There is a strong emphasis on showcase work, visibility, storytelling, and projecting impact rather than quietly delivering work. People who are good at presenting narratives and positioning themselves internally often progress faster than those who focus on actual hard work and substance. There is a noticeable gap between expectations and support. Individuals may be assigned large, high-impact responsibilities without adequate dedicated resources or accountable team members. When timelines become unrealistic, the burden tends to fall on the individual rather than being recognized as a structural issue. Internal politics and micro-dynamics can be exhausting. Informal alliances, behind-the-scenes discussions, and narrative building sometimes overshadow objective evaluation. Simple, straightforward professionals who believe hard work speaks for itself may feel trapped, especially if they are not naturally inclined toward organizational politics. In some teams, leadership communication may remain vague, and feedback may come late or in generalized terms rather than actionable guidance. This creates uncertainty and makes it difficult to align expectations early. Goals will be changed mid way multiple times and due to this if deliverables are shifted then blame will be put on SPOC. The environment can occasionally feel like “do less but show more.” Visibility often outweighs depth, and people skilled at storytelling or organizational maneuvering may have an advantage. This can be frustrating for technically strong or genuinely hardworking employees. Culture flows from the top and when projection and strategic positioning are valued highly, teams tend to adopt similar behaviors. At times, it may feel that senior leadership protects organizational narrative or hierarchy first, while execution-level employees carry the operational risk. Overall, it can be a challenging environment for people who value authenticity, collaboration, and straightforward communication over politics. HR is just useless puppet, who works to keep Leadership happy. Managers put people on PIP out of revenge and if dynamics with subordinate is disbalanced, they will fire the employee. Very good at firing people. No work life balance. In the name of resilience and Agility they just torture employees.