Leadership and culture have shifted very, very sharply. The CEO’s style is junior, like what you'd see in a first-time manager. Since he hasn't led a company at our size, maybe he'll grow into it with practice. Prep for events, when he participates in cross-functional meetings with us outside his leadership team...he operates in a very emotional, top-down way and is pretty driven by authority rather than earned trust, which has contributed to a culture where the loudest or most aggressive voice often prevails over really innovative, exciting debate.
In the past few months, the company has experienced a rapid cultural and operational decline. Productive disagreement, collaboration, and innovation have become rare, and the sense of shared joy in meaningful, hard, dedicated work has diminished. This is so SO hard to see as someone who has been here a couple years and wants to see us succeed.
Strategic leadership depth has thinned significantly and I think only a couple of execs demonstrate both strategic acumen and a people-first approach.
The CRO shows potential but is still developing the skills to lead at scale and effectively drive organizational change. Especially around creating a competitive and clear sales comp strategy that's designed to incentivize the right behaviors and then productively engaging with her team to help them understand.
Compensation competitiveness across geos and our different teams has eroded due to several years of missed bonus attainment...our total comp (esp for those of us at the mid-level) is less and less attractive relative to peers.
Budget constraints have led to the near-elimination of in-person company events and gatherings. While financially understandable, it's a big signal to us about deprioritization of employee experience and connection.
