- Homogenous Senior & Executive Leadership; "Good Ole' Boys Club" comments by others here, speak volumes.
- No apparent strategy, accountability, KPI, SWOT analysis, operations strategies, guidance, or real benchmarks. Goals and initiatives change up with little explanation/buy-in/cross-departmental communication.
- Meetings with little purpose and few meaningful outcomes/follow-through.
- Absent Executive Leadership until "something" happens, which is rare.
-Highly stagnant and protracted professional growth.
-Favoritism; there are people who are looked out for and taken care of. They also seem "homogenous" and DO NOT challenge leaders or ask too many questions. Lots of people in Leadership roles for tenure (not all), not clearly merit based or experience based, but people who don't rock the boat.
- Little apparent will or interest in creating true accountability mechanisms or tracking, just fly by the seat of your pants and figure it out. -May be held to a nebulous standard, that you may not even know about.
- Unclear Resolution Channels; being a start-up is NO excuse for not solving easily solvable issues in the Operation. A lot of "no's" from ego's at the top, who also don't seem to communicate with each other (or like each other).
- Unresponsive and unclear HR policy. HR dep't not filled with HR professionals and lack of guidelines and knowledge are glaring, to those who know.
-Performance documentation is not really a thing unless there is a problem, and even still, BIG maybe.
- Unresponsive and disengaged IT & Local Maintenance Tech department seems unwilling to admit issues, track them, escalate them, or solve them. A few really good people, but overall, seem dishonest and covering up issues.
- Poor work life balance (now) appears due to overspend early in Field Ops (scaled too fast/loose spending guidelines) and now resulting in staffing constraints and poor morale.
-Ops Leaders are given no budget, no clear goals or vision (changes depending on who you talk to), no visibility to quarterly strategies, highly limited decision making ability or input.
- If you are an emerging Leader and would like to know how NOT to run an Operation, solve problems, treat people; there will be a lot to learn here. If you have experience and skills, don't do it. You will learn nothing and will only be a threat to people just trying to keep their jobs while pretending that there is, "nothing to see here!"
- FALSE guiding principles that do not bear out in the field; People First? No, SOME people first.
- Weather; getting rained on in 50 degree weather, winds hampering Ops, working outside in wet clothes all day or sweating until dizzy in 105+ degree temps, in parking lots. Climate control solutions, no solve in sight despite frequent promises.
-Little relief from elements, nowhere to take a break and eat comfortably, unhygienic, store bathrooms, that are far away. Very few solutions for people's care and comfort; HQ visitors make dismissive jokes about conditions when visiting, diminishing field morale.
-Set-up and take down of entire mobile location (daily and often multiple times) is physically taxing and causes material and tech defects. -One gets the feeling that the company is hiding its problems. This makes for an anxious workforce that does not trust the little info that is shared. Org trust has declined after layoffs, reneged on bonuses after a year of bread-crumbing, and favoritism.
