Issue 23

Insufferable Workplaces Don’t Appear Overnight

Table of Contents

Opening Salvo

Insufferable workplaces don’t appear overnight—they’re built, layer by layer, through patterns of behavior we often excuse or overlook. At the core, it’s a vicious cycle: as accountability declines, we resort to dehumanizing one another as a way to justify our own lack of responsibility. It’s an alarming trend that erodes trust, respect, and ultimately the very foundation of a functional workplace.

We’ve all heard or perhaps even said phrases like “That’s not my job,” “I’m just following orders,” or “They’re impossible to work with.” These statements aren’t just deflections—they’re symptoms of a broader cultural issue where it’s easier to shift blame than to engage in constructive problem-solving. And when this becomes the norm, workplaces devolve into environments where frustration festers, morale crumbles, and innovation stalls.

Accountability is a two-way street, but it’s often weaponized as a one-sided demand. Leaders blame employees for disengagement while failing to provide clear direction or support. Employees, in turn, blame management for poor communication or unrealistic expectations without reflecting on their own role in the dynamic. The result? A workplace culture where finger-pointing replaces collaboration and where humanity—the recognition that we’re all imperfect, striving individuals—is lost.

We don’t fix insufferable workplaces by simply holding others accountable. We fix them by holding ourselves accountable first. That means asking the tough questions: How am I contributing to this environment? Where have I fallen short in extending grace, empathy, or effort? It’s not easy work, but it’s the only path to creating spaces where people feel valued, heard, and empowered to do their best work.

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Did You See This?

From Spotlight to Sidelines: Is Corporate DEI Fading?

Corporate philanthropy aimed at racial and gender equality is on the decline. Companies that once made public DEI commitments are now scaling back donations, leaving many to question whether their pledges were built for the long haul—or just for headlines.

What’s Happening?

  • A Quiet Pullback: Many organizations that pledged millions toward racial and gender equity efforts are now reducing their contributions, often without public acknowledgment.

  • From Pledges to Policy? While external donations shrink, some argue that companies should be redirecting funds internally to strengthen DEI hiring, leadership pipelines, and pay equity.

  • The Employee Perspective: Workers are paying attention. Employees expect employers to match their words with action, and failing to do so could lead to distrust and disengagement.

The era of high-profile DEI pledges may be winding down, but the expectation for meaningful action is only increasing. Organizations that maintain consistent and transparent DEI strategies—whether through philanthropy or workplace policies—will stand out in a shifting corporate landscape.

So, is this a course correction or a retreat? That answer will depend on what companies do next.

Talent Trends & Jobless Claims: What This Means for Employers

Cigna’s Big Bet: Can Customer Satisfaction Reshape Executive Pay?

Antidote Through Anecdote

I once coached an employee who was ready to quit two weeks into their new job. The onboarding consisted of a few generic videos and a stack of paperwork—no clear guidance, no connection to the team. After working with HR to revamp the onboarding process with mentorship, team introductions, and role-specific training, engagement and retention rates improved significantly.

Onboarding isn’t a formality; it’s your first chance to retain talent.

No Mercy / No MaliceEvery Friday, bestselling author and NYU Stern Professor Scott Galloway shares his take on the digital economy offering a unique blend of personal narrative and provocative business insights.

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