If you have a high tolerance for confusion, stress, and low morale, then maybe this is the place for you HOWEVER most would be disappointed. NCARB recently went through a chaotic and poorly executed “re-org” where some employees were told they lost their jobs and had to reapply for roles. Leadership showed little regard for the stress and emotional toll their actions caused, while publicly praising themselves for how “well-planned” the re-org was. In the meantime, the employees affected are still expected to do the same work with no transition plan and their new jobs are given to them with no clarity or no real direction.
Morale is at an all-time low, and trust in leadership is virtually nonexistent. People are leaving in waves either from resignations or being fired, and those who remain are hanging on out of necessity, not loyalty or satisfaction. The new COO lacks fundamental change management skills, initiatives are rushed, unvetted, and often require multiple reworks.
Leadership is inconsistent and driven more by ego and appearances than by strategy or staff well-being. Certain teams, especially Marketing & Communications and Council Relations, are given preferential treatment due to personal ties to the CEO. Meanwhile, teams that bring in the most revenue like Customer Relations are undervalued, overworked, and denied advancement opportunities.
The Council Relations team, in particular, has seen extreme turnover, so much so that it’s become an internal red flag. BEWARE of that team! HR is another sore spot, led by someone with no real HR background who makes questionable, and sometimes unethical, decisions that further destabilize the organization.
Uncertainty is the norm, and stability feels out of reach. This is not a place where people thrive, it’s a place where people endure.
