This is a textbook definition of "crisis of leadership." A new CEO reduced the staff by roughly 20% in 2017 to make up for poor financial management. The changes were needed, but they didn't stop there. He continued to find a way to eliminate positions held by those who disagreed with him, leaving those who are "yes men". The Foundation President and the Chief Programs Officer both lack managerial courage, refusing to lead up or down. Rather than having difficult conversations with their staff, they simply refuse to take action when needed. Team leaders have little management experience or training, perpetuating the management crisis. Individual contributors who routinely fall short of expectations and performance goals are not coached appropriately.
Upward mobility is hard. The highest levels have the least turnover. Passionate employees with experience, proven results and institutional knowledge are ignored and given little chance for professional development or growth. Ambitious by nature, they leave the organization and take historical perspective with them. This brain-drain leads to constant reinvention of the wheel, resulting in frustration among chief stakeholders. Any critique of management, no matter how growth-minded and tacful, is met with retaliation.
