Not well put together. All talk without effective implementation. And very little follow through. The company is purchasing centers too quickly without having a solid foundation. Often times management makes unrealistic decisions that do not align with company financial goals such as labor.

Practice what you preach. Actually adhere to company values.

Assist centers on an individual basis. Hire more RMs. Ours is spread too thin and cannot give the attention necessary to my region's centers.

Practicing what they preach. Actually adhering the to the pillars they constantly talk about it. Following through, lots of lofty goals but no completion. Improve on quality of care.

Leadership/corporate support in implementing SOPs to set team up for success. A center manager can only supervise so much solo. Especially at high volume center. Hiring quality candidates is also difficult because pay is so low.

I got a tiny 2% raise after pulling my center out of the gutter with little assistance from management. I fixed labor, brought customers back, was profitable, among other achievements. I am salaried and feel taken advantage of especially if I need to work OT.

I got a tiny 2% raise 2 months late (from my 1 year). My RM accidentally set the raise to be active for the next pay period rather than the current (like my associates were receiving). When I asked if this could be changed she said ?

Follow through. In terms of company values - walk the talk. It's all hot air. Many centers are struggling with little assistance. The company is expanding too fast without putting the time into individual centers that are struggling. The one size fits all approach is not working. Centers need help.

Assist centers on an individual basis. The one size fits all approach has not worked. Send out an implementation specialist who will be at centers for a few weeks at least. We had one come for a few hours who made some vague suggestions without considering labor, logistics, etc. Totally unrealistic.