Aligning Values (and the Price of Mis-alignments)

Here's a story from when I was at Cisco, which caused my first burnout. It went from my favorite job of all time to my worst nightmare.

As a systems thinker and IT professional, I've always believed that a company's values are its compass. They guide decisions, shape culture, and ultimately determine success. But what happens when those values become misaligned? I learned the hard way during my time at Cisco, and I want to share that story with you. My values have always centered around integrity and excellence, with no exceptions. Maybe I’m too inflexible? You be the judge by the end of this story.

When I first joined Cisco, I felt like I had found my professional home. I loved my job so much that I would come in early, stay late, and did so happily. I was in my zone. My initial boss embodied the company's values perfectly. We had a monthly check-in where he'd simply say, “I hear good things. Keep it up.” Then we'd chat about motorcycles and guitars. It was clear he trusted his team and valued our autonomy. This aligned perfectly with Cisco's ethos at the time, which prioritized trust and employee empowerment.

But then came the shift. A new manager arrived, and it was like a storm cloud had settled over our department. This wasn't just a change in management style; it was a fundamental misalignment of values. Where Cisco valued trust and autonomy, our new boss brought a “drill sergeant” mentality. His mantra? “The company comes first” and “When I jump, you say how high.” What was even stranger was that this guy was an internal promotion. He had been very chill and helpful, such as taking a few hours off in the middle of the day to help me renovate my workshop. His personality change was dramatic. They say power corrupts… in this case absolutely.

The clash was immediate and intense. Suddenly, our collaborative, trust-based environment was replaced with a command-and-control structure that felt completely alien. Team meetings became tense affairs, often devolving into shouting matches. The worst part? This wasn't just a personality conflict. It was a direct contradiction of Cisco's stated values.

As the days turned into weeks and months, the toll became evident. I found myself burning out, my passion for the work diminishing under the weight of constant conflict. My teammates were similarly affected, our once-cohesive unit fracturing under the strain of misaligned values.

I tried to address the issue, even reporting the situation to HR, citing specific instances where our new manager’s behavior contradicted Cisco's “people first” value. But he dug in his heels, insisting that his approach superseded company values because he was “in command.”

Eventually, I made the difficult decision to leave. As I handed in my resignation, I told my manager, “You've lost your most valuable employee.” He scoffed, but I stood firm in my conviction. At my exit interview with the director of our department, he said “They say people don’t quit jobs, they quit bosses. Is that true here?” I said yes, absolutely. This had gone from my best job ever to my worst, and that hiring that manager was the worst decision he’d ever made.

Months after my departure, I learned that this manager had been fired. Our department had bought millions of dollars worth of equipment for a remote site that I was to deploy. Guess what? None of it got deployed, and even months after I’d left, that boss was still trying to blame me for everything. I had an insider still at the company who told me the director, red-faced, screamed at him “You can’t blame Dave after all this time! You ran him off!” It was a bittersweet vindication. The damage had been done, but at least Cisco had eventually recognized and addressed the value misalignment. I had lunch with that director one more time a few months later. He seemed lost.

It took me six full months of doing nothing to recover from that burnout. It took me several more years to realize what had happened, learn boundaries, and learn how to navigate corporate politics.

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This experience taught me several crucial lessons:

1. Values must be consistent throughout an organization. When there's a disconnect between stated values and lived experiences, it creates a toxic environment.

2. Value alignment is crucial for employee satisfaction and productivity. When employees feel their personal values align with their company's, they're more engaged and committed.

3. Leadership at all levels must embody company values. One misaligned manager can undo years of cultural building.

4. It's essential to trust your instincts when you sense a value misalignment. Your well-being and professional growth may depend on it.

Looking back, I realize that this experience, though painful, was invaluable. It sharpened my understanding of the importance of organizational values and their impact on individuals and teams.

So, I ask you: How aligned are your values with your organization's? Are you experiencing any misalignments? Remember, values aren't just words on a wall—they're the bedrock of a healthy, productive workplace. Don't be afraid to speak up or make changes if you find yourself in a misaligned situation. Your professional fulfillment—and perhaps your company's success—may depend on it.

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