Reputation reviews about "communication"

Pay bad communication from leadership

Poor communication, lots of turn over, shifting priorities, too much money and time spent on sales, favoritism

The only con I've observed is more general to being at a rapidly growing company- there are elements of project management and process that still need to be built or refined. However, again this is expected and not a bad con to have as many are easily solvable with the right people involved and having too much process can be a bad thing as well.

Product reliability nightmare - Half-baked releases with inadequate QA created an impossible situation where CSMs were expected to drive adoption of unstable features, causing constant escalations and deteriorating CX, endless damage control, operational chaos, plummeting CSat scores, spiking churn, and ultimately a significant loss of income for CSMs. Operational chaos - Inadequate knowledge transfer from implementation to post-launch, insufficient technical documentation, setting up support & CS teams for failure. Leadership instability and poor transparency - Constant executive turnover, mysterious layoffs with little or no communication about 'reorgs,' creating a culture of fear and uncertainty. Compensation regression - Upsell commission slashed 66%; churn forgiveness policy cancelled; variable comp restructured so heavily in company's favor that one lost customer took away 30% of the CSM's income. Career stagnation - Promotions dragged out for a year with no explanation; supportive managers fired for speaking out to advocate for their employees. Benefits deterioration - Mid-year change to a new health insurance carrier with downgraded coverage caused financial stress and gaps in care; no 401K matching.

The company is in disarray. Recent layoffs were handled poorly, with no clear communication to the broader organization. This was a surprise attack, leaving employees anxious and uncertain about their future. The entire executive leadership team (ELT) has turned over in a short period, with every departure framed as "pursuing other opportunities." It's evident that these statements aren't truthful, and the lack of transparency erodes trust within the organization. Shifting priorities and a lack of cohesive vision make it challenging to deliver value to customers. As a CSM, I frequently had to bridge the gap between broken internal processes and frustrated clients without adequate support from ever changing leadership.

Communication between departments could use improvement to make sure everyone is on the same page.

A few individuals on our team tried to benefit themselves at the expense of others, causing a rift in our culture. However, we preserved and reclaimed our team spirit

-Leadership communication around culture, growth, and inclusion often sounds polished but doesn’t reflect day-to-day reality. The message and the lived experience remain far apart. -HR and senior leadership have been aware of ongoing concerns in Customer Success for some time, but the only visible shift has been turnover. The calmer atmosphere now reflects attrition, not improvement. -The new review and career pathing processes look good on paper but are largely performative, with little real execution or meaningful development behind them -Product reliability and customer experience remain inconsistent, while internal focus leans more on process and perception than on addressing root issues

Communication between departments could be better but it's improved a lot in the last year and is clearly an ongoing priority.