
Developing my team, supporting them in creating new projects, seeing them recognized in customer surveys, and seeking innovations to enhance the customer experience are key priorities for me.
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My department remains positive, but during events, toxic behaviors are evident and not addressed. Complaints have been raised, but little change has occurred. The common justifications are: "That's just how they are," "They’ve been here for yea
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Most of my coworkers are collaborative and open to exchanging ideas and seeking clarification when needed. However, many have a more junior profile or limited experience in the industry, which can impact the depth of discussions at times.
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I currently manage LATAM CX, yet I hold the same level as colleagues who are responsible for Brazil only. This discrepancy suggests there may be a misalignment in how compensation and leadership levels are being structured for LATAM leaders.
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there are cases of employees with toxic behaviors who should have already been dismissed. Even if they still deliver positive results, their behavior affects and undermines the psychological safety of the teams. Some of these cases are quite evident, with recurring complaints.
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