
The leadership team is committed to JAX's non-profit status.
Organization's priorities change too frequently for teams to gain momentum.
Setting strategic direction and communicating it consistently (even to each other)
The best part of the compensation plan is the generous matching of 403(b) contributions.
The best days at work are those spent with other purpose-driven team members with a clear set of goals.
Organization struggles in new markets because it isn't prepared for change & not accustomed to open questioning of historical approaches.
The management team uses a fear-based motivation process that squelches disagreement. Rigorous evaluation of projects and programs that fail is discouraged -- bad news is unwelcome and messengers subtly punished or denied advancement.