Nextdoor reviews

The culture under the CMO/CRO is garbage. There is always unhealthy tension to get things done faster. They've crossed the line of the optimal work/life balance where the companies I've previously worked for have danced around it. Back then I felt pushed, but still happy and productive. Here, I was just tense...for years! Regular scenario: "What's an optimistic timeline for this project?" After giving a response... "Ok, please get it done sooner thanks." Tomorrow: "Hey can I get a status update? Any way we can pull that in?" You are encouraged to respond to late night pings which happen regularly. There are abrupt shifts in focus. There is an incredibly high turnover rate in this org of Nextdoor, so much so it's surprising there's any culture at all. Worst of all, performance and reviews mean nothing. I have been praised for regularly exceeding expectations, told I am making "company wide" impact, and thanked for putting in some serious crunch time. Thanks for that <4% raise. So that's why I'd give Nextdoor a 1/5. Don't lead me on for years with little to no reward. If you're in the bay area, there are a plethora of better options.

1. Selfish priorities - Leadership, as well as heads of departments care more about their career advancement than anything else, and often are unqualified for the position. There are many managers that don't understand the fundamentals of their organization or what the team's core purpose is. 2. Not equal opportunities for "open" roles - New managers and leaders hire (and keep) their colleagues from previous companies for loyalty over capability and fit. Often times roles will be filled before they're publicly posted, and current employees will never have a legitimate opportunity to interview or apply for internal promotions. 3. Politics and moral dishonesty - Decisions are regularly made that are complete head-scratchers, often when leadership is not in the weeds enough to know what the best course of action is. Additionally, it's a regular practice to misleadingly frame numbers and performance to leadership so that your team/org looks good, or fabricate numbers entirely to get resources or buy-in. 4. Lack of career growth clarity - Managers have to bend over backwards to get clear direction from HR on how their reports can be promoted, and what a growing career path looks like. 5. Leadership turnover - Brief stints with Chief Revenue, Chief Design, Chief Marketing, and product leadership roles showcase leadership's inability to hire and retain the right leaders for the job. 6. Feedback is ignored - Features are built or removed based on leadership's hunches without supporting data. Employee engagement survey results are routinely ignored. Leadership avoids answering questions or giving straight forward answers. Often you're left with more questions than answers from their vague responses. 7. No consideration for our users- Changes to our product to prioritize revenue and inflate engagement numbers routinely come at the expense of the customer's experience. 8. Long term vision - It is not clear what the future of our product looks like or how we will achieve what we need to. We've changed direction and priorities so frequently that nobody is willing to spend time planning or commit to a plan of action.