When a Bad Glassdoor Review Drops: The Playbook for Leaders Who Want Real Change
A negative Glassdoor/Indeed/etc. review hits. The leadership group’s first move is familiar. They put on their CSI aviators and go straight to blame:
“Who wrote this?”
“Was it that one person we let go?”
“Consider the source. They just couldn’t handle the pressure.”
I’ve seen leadership teams spend more energy hunting for the critic than understanding the critique. Not all feedback is fair or actionable. But if your first instinct is to discredit the messenger instead of examining the message, you’re managing optics, not culture.
This isn’t about caving to every review or letting trolls set your strategy. It’s about separating signal from noise, looking for patterns, and having the courage to address what is real. The best leaders I have worked with are obsessed with what is true, even when it is uncomfortable.
How High-Trust Leaders Respond: Step-by-Step
Assume there’s a kernel of truth in every review (even the ones you wish you could ignore).
Every story is data. If you want to know how your systems and managers show up in reality, listen even when it stings.Look for patterns, not one-offs.
Is this the first time you’ve heard this, or is it echoing comments from exit interviews, surveys, or client feedback? Pattern recognition is everything.Use a framework to guide action.
Relying on gut instinct isn’t a strategy. Innovative leaders utilize a model to analyze and take action.
Here are three you can start using today:
Framework 1: The ADDIE Model (with a Real-World Example)
Suppose you see this in a Glassdoor review:
“Senior management plays favorites. Decisions are made behind closed doors. Feedback isn’t safe.”
A weak response:
Dismiss the review as bitterness or sour grapes.
A strong response:
Run the review through ADDIE:
Analyze: Review all sources: exit interviews, engagement surveys, even hallway conversations. Are there multiple mentions of favoritism or lack of transparency?
Design: Decide what a transparent, fair culture would look like. What practices and policies would support it?
Develop: Build or revise core tools. Perhaps you could introduce 360 reviews for managers, hold regular all-hands Q&As, or require decision rationales to be shared with the team.
Implement: Roll out new practices visibly. Communicate why you are doing this. Invite staff to test-drive the changes and give feedback.
Evaluate: Three months later, measure impact. Are people seeing more transparency? Did negative signals drop in surveys or the next round of Glassdoor reviews?
ADDIE provides a framework for acting with discipline and tracking progress, rather than just reacting to noise.
Framework 2: Appreciative Inquiry (Turning Feedback into Fuel)
Instead of asking, “Who wrote this and how do we stop them?”
Ask:
“What would it look like if our culture made every voice safe?”
“Who has already created pockets of trust in our company, and how can we learn from them?”
Action:
Facilitate a roundtable with high-trust teams. Document what is working, then replicate those practices in other departments. This shifts the conversation from blame to building.
Framework 3: Net Promoter Score (NPS): For Your Staff
If you use NPS with clients, try it internally:
“How likely are you to recommend working here to a friend?”
Track this score quarterly. Combine it with written feedback to identify patterns, address root causes, and implement lasting changes.
Case Example: What This Looks Like in Practice
A regional consulting firm received several public reviews about “favoritism and lack of transparency.” The CEO’s first reaction was to find out who was “behind” the reviews. Instead, after a nudge from a trusted advisor, they applied ADDIE:
They analyzed all internal feedback, not just the Glassdoor posts.
They designed a new decision communication process and piloted it in two departments.
They developed a manager training module on transparency and fair practice.
They implemented the changes with clear messaging: “Here’s why we’re doing this.”
They evaluated the results six months later: internal trust scores rose, and negative reviews decreased.
Did every critic turn into a promoter? No. However, leadership became known for addressing what was real, rather than shutting down dissent. That built reputation, trust, and retention.
Final Word: Culture Is What You Do When It’s Uncomfortable
If your only goal is to look good on paper, you’ll miss the real chance for growth. Every time criticism surfaces, you have a choice: go into “spin” mode or use frameworks to turn pain into progress.
The leaders who win are the ones who act on what is true, not just what is easy.
Want the Blueprint?
If you'd like a checklist or would like to discuss how these frameworks could work in your organization, please get in touch. I work with firms that are ready for the truth and ready to use it as fuel.