Met some great colleagues

Many people recruited into middle-management positions recognized that something was wrong here and left in less than a year.

．Upper management is unwilling to delegate authority, making it difficult for middle management to get things done. It is extremely micromanaging; matters both large and small must go through approval.

．Rather than giving middle management direction and making adjustments when asking for progress updates, upper management will suddenly see some minor thing on Slack that displeases them and, regardless of what project you are busy with, publicly berate you on the spot in the open-plan office.

．They do not respect middle management’s expertise. Regardless of what a middle manager’s original area of expertise is or how many years of experience they have, upper management simply assumes they know more about that field than you do. For example, if you are the head of public relations, they know more about PR than you; if you are the head of marketing, they know more about marketing than you! Because they are the founder, they have done everything! An unquestionable god! You are expected to worship them!

In fact, all of the above has long been common knowledge in the industry. Later, they probably found it difficult to recruit people, so they began promoting from within. Many of those who were promoted had joined Green Common right after graduating in the early years. Their loyalty is extremely high, but they are therefore prone to looking down on outside expertise based on their own experience. It also often happens that upper management bypasses middle management to scold frontline staff carrying out the work, while middle management is considered to lack accountability (if the decision was made by middle management, why scold the frontline staff for it?).