樂排有限公司

Written together in the content below.

I joined in early November 2025 and left at the end of November. Some time has passed since then, and I have now adjusted my mindset and started looking for new job opportunities. I am writing down this experience as an unexpected interlude in my career.

I stayed on inline’s customer service team for only two weeks. After many years in the workforce, I never imagined that I would be searching for keywords such as “bullying” and “self-protection” on my way to and from work. Within those two short weeks, I constantly questioned whether what I experienced constituted bullying and repeatedly examined my own resilience and abilities. The gaslighting effect occurred almost every day, causing significant psychological exhaustion.

The problem mainly involved a senior female employee whose English name begins with J. Since I did not have substantial contact with the other members, I will not comment on them. During the interview, the team lead had warned me about this senior employee’s personality, saying that she was less approachable and had previously had conflicts with other members. I understand that it is impossible for everyone in the workplace to get along, and when I encounter colleagues whose people skills are questionable, my usual approach is to keep my distance and minimize interaction to avoid unnecessary friction.

The actual situation I encountered was that the team lead said this was the first time he had asked this senior employee to train a new hire. As a result, I had to interact closely with her for long periods every day—almost every moment together. During our interactions, I clearly experienced multiple instances of unfriendly treatment:

1. Avoiding eye contact and responding perfunctorily: When I proactively greeted her on my way to or from work, she responded with obvious disdain and would not look me in the eye. Even when I introduced myself by name on my first day, she appeared extremely impatient.

2. Unwillingness to understand questions raised by a new hire: During training, whenever I asked a question, I was treated as though I had failed to understand or had not done my homework first. Even after I had thoroughly recorded all the troubleshooting steps, she would not look at them at all. Her responses were usually along the lines of, “That’s exactly what you don’t understand,” or “I already explained it that way—what part do you still not understand?” This attitude repeatedly eroded my motivation to learn new things.

3. Lack of willingness to help: In addition to being unwilling to clarify the issues themselves, she would not even try alternative solutions or offer assistance with minor matters, such as when a file she sent could not be downloaded successfully. Whenever knowledge had been explained once, asking about it a second time would be met with extreme impatience and contempt. She habitually belittled other people’s work abilities.

4. Obvious differences in how she treated people: Her attitude toward other team members was completely different. Whether explaining things, sharing resources, or in her overall tone, the way she treated them was entirely unlike how she treated me. She was clearly more willing to help other team members and was more approachable in interactions. I imagine the other team members probably do not know that she has this inconsistent side.

5. Scheduling training entirely according to her own convenience: The training schedule was based entirely on her availability. There was almost no advance planning for meals, self-study, or leaving work. When she was busy, she told me to study on my own; when she was not busy, she taught according to the schedule. On a few occasions, she only told me I could leave work when it was almost time to go home, after she had finished a particular task.

6. Publicly criticizing other people’s work performance in group chats: On my first day, while I was reading the company’s regulations related to bullying, a message appeared in the online group in which she publicly criticized another member for a work error. She even messaged someone else saying that the member who made the mistake “should be hung up and beaten.” The timing was truly ironic.

8. Giving unclear instructions and blaming others for every mistake: About a week later, I had a one-on-one conversation with the team lead and honestly said that I could not accept her way of interacting. The knowledge she taught was indeed comprehensive, but the entire process was extremely painful. The team lead was very willing to help and even suggested changing the trainer, but I chose to decline at the time, believing that we would still need to work together in the future and that if I could not adapt now, it would be difficult to continue later. After the team lead spoke with her, the situation did improve. However, whenever she became busy or had a lot of things to handle, her instructions became unclear. When the actual results did not meet her expectations, her criticism became noticeably more severe and her blame became sharper. This ultimately became the key reason I decided to leave.

8. Nitpicking over trivial matters: She cared intensely about insignificant things that did not affect the work—how the screen was positioned, how it was projected, and even the fact that my breath came near her arm. She had to make a few comments about matters like these.

How the manager and company handled it: The team lead clearly knew that a problem existed and was very willing to help me. I am sincerely grateful for the team lead’s support during those two weeks, but unfortunately, the influence he could exert was limited.

I believe issues like this should be handled through formal systems, such as implementing anti-bullying regulations or designing performance reviews that give greater weight to internal people skills for employees who exhibit this kind of behavior, placing those who fail to meet the standards on a PIP.

In addition, because the company has no HR department, it is naturally difficult for people-related issues to receive timely attention, leaving the company dependent on the management abilities of individual team leads. This is concerning.

I sincerely recommend that the company place greater emphasis on developing its people, whether in terms of professional skills or personal qualities. Talent is the most fundamental support for a company’s growth. No matter how attractive the compensation may be, people-related factors within a team are usually among the top reasons employees decide to resign or give up partway through.

I genuinely like the inline platform and agree with the company’s direction. I initially joined with high expectations, hoping to continue building and growing my abilities, but I never expected to encounter this kind of person and experience. Within those two short weeks, I resisted going to work almost every day. The time I spent after work was not devoted to strengthening my product knowledge; instead, I was searching for ways to protect myself from bullying and repeatedly checking whether what I had experienced counted as bullying, or whether my resilience was simply too poor. Looking back, I still find it deeply saddening. In the end, I chose to leave decisively in order to stop the internal turmoil. After resigning, I also spent some time adjusting emotionally and dealing with the anxiety of looking for a new job.

If someone joins this team in the future, I would still recommend giving it a try. It is a place where you can work with the company to build more interesting features, make the product easier to use, and give your own work greater value and meaning. However, if you are assigned to be trained by this woman whose name begins with J, I would recommend discussing with the team lead as early as possible whether the trainer can be changed, so that at least during the initial stage you can focus on learning new knowledge rather than being drained by unnecessary interpersonal pressure.

The product and理念 are very good

The questions during the interview had absolutely no apparent connection to the job description. The interviewer made you feel completely worthless, and the overall experience was very poor.

1. The product is genuinely very good, there is still a market for it, and it continues to better meet consumers’ needs

1. You’ll find yourself wondering why you’re wasting time dealing with an emotionally unstable “CEO.”

2. You’ll find that you’re completely worthless, because the “CEO” thinks they’re so capable.

3. Communication between levels is poor because the “CEO” is too busy. The outcome of previous meetings doesn’t matter; what matters is that they have the final say.

4. Do you have a dream? It’s difficult to achieve it here.

5. Do you have a background in a related industry? Then you definitely won’t be able to gain the “CEO’s” trust! They’re very afraid that you’ll plagiarize.

6. They keep saying there aren’t enough people and that there are many products they want to develop, but in reality, you’re just another pawn.

7. Everyone keeps dragging things out, while the “CEO\b” is always running around—busy when there’s something to do and idling around when there isn’t.

8. Maybe someone will invest, but in practice, you’ll never get a share of the salary or bonus...

If a startup is a one-person company, there will never be any way to communicate horizontally. A company like this, in fact......