The corporate anti harassment training talks about a lot of bullsh-t. But no one is protected from the passive aggressive behavior especially from the new leadership and from those in the India team (which is even terrible) . Lot of positions has been eliminated by forcing people out strategically . Somoene who has knowledge in the law should file a complaint and initiate an investigation and fire these b…..rds.
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You cannot simply ignore what the other guy mentioned above. Over the past 25 years at AAP, I have dedicated myself to the company's success and have consistently worked to create value for the organization. For more than two decades, I had the privilege of working with exceptional managers and vice presidents who encouraged professionalism, collaboration, and open dialogue. Unfortunately, my experience over the last 12–18 months has been dramatically different.
A small group of leaders has fostered an environment where diverse opinions and alternative viewpoints are not welcomed. Rather than encouraging healthy debate, dissent is often dismissed outright. The level of disrespect has been deeply disturbing. I have personally heard senior leaders use vulgar and derogatory language when referring to colleagues. Such behavior is entirely inconsistent with the standards expected of people in positions of leadership.
One director, in particular, has repeatedly demonstrated conduct that falls well below the level of professionalism expected from someone entrusted with leading others. Leadership is not merely about authority; it is about integrity, respect, and setting the example. In my opinion, this individual has failed to uphold those basic responsibilities.
Equally concerning is the absence of a trusted mechanism for employees to report such issues. While formal reporting channels may exist, there is a widespread perception that raising concerns can lead to retaliation or damage to one's career. When employees are afraid to speak up, the organization loses one of its most important safeguards against toxic leadership.
I have also heard from colleagues in the India office that workplace divisions based on regional backgrounds have become increasingly pronounced. Whether or not every perception is accurate, the fact that employees feel these divisions exist should concern leadership. In teams where the majority shares a common regional language, conversations frequently occur in that language during meetings, leaving others excluded from discussions they are expected to participate in. This creates an environment that is neither inclusive nor respectful and undermines collaboration across diverse teams.
The cumulative effect of these behaviors creates the perception that personal loyalties, favoritism, and internal politics often outweigh merit, objectivity, and professional competence. Decisions appear, at times, to be driven more by personal alliances than by what is best for the company or its employees. Such perceptions inevitably erode trust in leadership and damage morale.
AAP was once an organization where professionalism, integrity, and meritocracy defined the culture. Today, I fear that culture has deteriorated significantly. Unless these issues are acknowledged and addressed with courage and transparency, the company risks losing not only experienced employees but also the values that once made it a great place to work.
Would you like a lil artisan cheese with that whine?