One day in 2019, employees of the Arizona Cardinals arrived at the team’s headquarters in Tempe. They went to their offices or cubicles on the second or third floors and opened their emails to find a monumental surprise: an employee survey. This survey was significant because many employees in back-office jobs had never felt valued or had the opportunity to express their opinions. They had negative feelings about the workplace but hesitated to share them for fear of being replaced. The team, owned by the Bidwill family for decades, did not have a dedicated director of human resources at the time, causing some employees to question the anonymity of their responses.
Despite their fears, some employees bravely shared their unpleasant experiences with team owner Michael Bidwill and the unwritten rules they were expected to follow in his presence. Female employees addressed various issues that made them feel like second-class citizens within the building. After completing the survey, employees shared their responses with each other and realized the significant impact their feedback could have on the team’s culture and leadership.
In the following weeks, employees anxiously awaited the results of the survey, but weeks turned into months, and eventually, a year passed without any mention of the survey. It seemed to have disappeared without a trace. The Athletic interviewed over a dozen current and former employees who shared their experiences anonymously due to fear of retaliation from Bidwill.
These employees revealed that Bidwill would react strongly to minor infractions, creating a culture of constant tension and unease. Former COO Ron Minegar even wrote a letter to Bidwill, stating that a majority of the employees were working in fear. Former employees also described unwritten policies regarding how women should dress, interact with male football staff and players, and where they were allowed to go within the building. The lack of a robust human resources department made it challenging for employees to report complaints or issues.
The allegations in this story prompted Bidwill to issue a statement acknowledging that he has room to grow and learn from past experiences. He expressed a commitment to improving the organization’s culture and creating a more inclusive environment.
The Arizona Cardinals, a team valued at $3.8 billion, have a relatively small corporate structure compared to other franchises, with around 140 non-football employees. Bidwill took on the role of principal owner after his father’s passing in 2019 but did not fill the positions of team president or chief operating officer for several years, creating a top-down culture where minor tasks and grievances were scrutinized.
Employees shared anecdotes of Bidwill getting upset over trivial matters, causing them to walk on eggshells around him. Many feared encountering him in the hallway, especially after a loss or if he had already reprimanded someone that day. Avoiding Bidwill’s wrath was difficult because he involved himself in minor workplace tasks and displayed a volatile mood.
The lack of a dedicated HR director and fully-staffed HR department made it challenging for employees to voice their concerns or seek support. Some employees believed that speaking up would lead to swift termination, creating a culture of silence and hidden complaints.
Former COO Minegar expressed his concerns about the workplace environment in a letter to Bidwill, highlighting the fear many employees experienced and the poor interactions they had with him.
Overall, the article paints a picture of a tense and restrictive work environment within the Arizona Cardinals organization, where employees felt undervalued and afraid to speak up. This has prompted the team to take steps towards improving its culture and inclusivity.