There’s a bitter irony in the fact that “salvation” arrived in the form of two newly appointed male Area Directors—positions created to oversee predominantly young women placed in regional roles. These women, eager and ambitious, are now tasked with enforcing the directives of a senior leadership team that operates with the precision and cold detachment of a gestapo-like regime. Leadership manipulates the numbers to reflect whatever narrative they choose, thanks in large part to the chaos caused by the rollout of a supposedly improved ordering system—one that conveniently “lost” or quietly discarded massive amounts of data, but required paybacks against that data nonetheless.
Middle managers, many of whom are new and enthusiastic, are subjected to relentless verbal pressure until they comply with the directive to place underperforming employees—often unjustly—on performance plans. The lack of accurate data is dismissed as irrelevant. Employees are gaslit into believing they are failing, even as they struggle within a system that has stripped all meaning and fulfillment from what was once a rewarding career in women’s healthcare.
What used to be a supportive, encouraging environment—complete with reliable daily sales reports, genuine prospects for advancement, and strong team camaraderie—has devolved into a toxic culture of micromanagement and degradation. Middle managers, who were peers in sales roles just months prior, are now tasked with enforcing punitive strategies handed down by senior leadership. Leadership, in turn, has insulated itself from accountability by redirecting pressure downward under the guise of “turnaround” efforts.
This entire restructuring appears less about performance and more about salvaging failing divisions—propping up numbers at any cost. And they’re doing it through their newly appointed Area Sales Directors, who serve not as mentors or leaders, but as corporate enforcers.
Middle managers, many of whom are new and enthusiastic, are subjected to relentless verbal pressure until they comply with the directive to place underperforming employees—often unjustly—on performance plans. The lack of accurate data is dismissed as irrelevant. Employees are gaslit into believing they are failing, even as they struggle within a system that has stripped all meaning and fulfillment from what was once a rewarding career in women’s healthcare.
What used to be a supportive, encouraging environment—complete with reliable daily sales reports, genuine prospects for advancement, and strong team camaraderie—has devolved into a toxic culture of micromanagement and degradation. Middle managers, who were peers in sales roles just months prior, are now tasked with enforcing punitive strategies handed down by senior leadership. Leadership, in turn, has insulated itself from accountability by redirecting pressure downward under the guise of “turnaround” efforts.
This entire restructuring appears less about performance and more about salvaging failing divisions—propping up numbers at any cost. And they’re doing it through their newly appointed Area Sales Directors, who serve not as mentors or leaders, but as corporate enforcers.