LinkedIn reviews

As a long-standing member of LinkedIn's Customer Success team, I have had the opportunity to witness and experience the evolution of our leadership, particularly within the North American region. While there are undoubtedly strengths within our team, it is essential to address the growing concerns that have surfaced over time. One of the most pressing issues is the apparent lack of strategic vision at the senior management level. Decisions often feel reactive rather than proactive, and there seems to be little alignment with the broader, long-term goals of our organization. Instead of building a cohesive strategy that guides our efforts, we find ourselves chasing after constantly shifting KPIs—indicators that seem to be created arbitrarily each year. This inconsistency not only creates confusion but also erodes trust in the leadership's ability to steer us in the right direction. Another concerning trend is the toll that this environment is taking on our managers. Those who earn exceeded ratings and get a merit increase often do so at a significant personal cost, with burnout becoming a common experience. The emphasis on competitiveness over collaboration has transformed our team dynamic into one where colleagues are increasingly exhausted and disengaged. The senior managers who should be guiding us through these challenges often seem overwhelmed themselves, leading to weakened support structures and a general sense of instability within the team. The situation is further compounded by the intense competition that now defines our work environment. While healthy competition can drive innovation and performance, the current atmosphere is pushing many of our colleagues to their limits. The result is a team that, while undoubtedly talented and dedicated, is struggling with burnout, diminishing morale, and a lack of clear direction from those in leadership positions. In summary, while the North American Customer Success leadership has achieved much, there is a growing need for a recalibration of our strategic vision, a more thoughtful approach to KPI setting, and stronger, more supportive management. Addressing these issues is critical to ensuring the long-term success and well-being of our team.

Declining Engineering Culture: There is a growing concern among employees about the decline in engineering culture. This includes the emergence of a performance improvement plan (PIP) culture, which some feel has negatively impacted morale and collaboration among teams. Leadership and Management: Some engineers have expressed dissatisfaction with the leadership and management at LinkedIn. The forced stack ranking for performance reviews, which focuses on short-term impact, is seen as a naive approach that undermines long-term innovation and employee satisfaction.