
The leadership team is committed to JAX's non-profit status.
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Organization's priorities change too frequently for teams to gain momentum.
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Setting strategic direction and communicating it consistently (even to each other)
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The best part of the compensation plan is the generous matching of 403(b) contributions.
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The best days at work are those spent with other purpose-driven team members with a clear set of goals.
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Organization struggles in new markets because it isn't prepared for change & not accustomed to open questioning of historical approaches.
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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.
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