ASSP Reviews

What was once a great mission driven culture has been dismantled by new corporate-obsessed CEO. Over the past year and a half, the organization has undergone massive changes without clear explanation. Top leader constantly tinkering with the org chart, restructuring to mirror a large corporation—despite a headcount of only ~75—by adding new upper management layers focused on strategy, while lower-level staff are overworked and stretched thin. Those at the top collect bigger paychecks, widening the internal pay gap, while staff are set up to fail under the new regime. Many employees have been pushed out or have left due to burnout and nonstop upheaval. Dissenting voices are silenced, and anyone questioning the changes is labeled as resistant to progress. Employee survey surfaced major concerns, but unlike in the past, comments were not shared transparently. The member board appears unaware of the internal reality. Leadership behavior is erratic and self-promotional, with little regard for how staff are affected. The CFO has taken advantage of the instability, bringing in friends as consultants and bypassing fair hiring practices, with apparent financial benefit.

Lack of Open Dialogue: In recent years, there’s been a noticeable decline in the openness to certain staff ideas. Suggestions that differ from the prevailing view are often dismissed without discussion, making participation feel discouraged—even in meetings designed for collaboration. Disregard for Staff Feedback: Employee surveys and comments are not being utilized constructively, despite their intended purpose of improving organizational health. Return to Silos: After making progress toward collaborative teamwork, the organization has reverted to siloed decision-making. Subject-matter experts are often left out of relevant discussions. Devaluing Tenure: Long-term employees sometimes feel that their loyalty and institutional knowledge are no longer respected or valued. Lack of Inclusivity for Different Work Styles: Introverted team members or those with quieter approaches are often overlooked, rather than being recognized for their strengths and unique contributions. Overreliance on External Consultants: In situations where internal expertise exists, outside consultants are often brought in instead. This not only overlooks the knowledge and experience of current staff who have been close to the situation but can also bypass more thoughtful, inclusive internal processes.