Pluspunten
Colleagues are experienced and passionate about their work. The work environment among team members is respectful and professional. There are significant resources available for professional development and there is an orientation towards personal growth. There is alignment between external communications / fundraising and the organization's values and ambitions, which is not always easy in the NGO sector. Reference: Bolman & Deal Four Frame Approach - Human Resources and Symbolic Frames.
Minpunten
Everyone has good intentions, but team members are obliged to resolve issues among themselves (and many issues go unresolved) because the leadership team is dysfunctional. On the one hand, their leadership is weak: they seem unable to provide sufficient leadership / management or strategic direction. Moreover, the word of some LT members is not reliable - they will say something and then not follow through (the excuse of "I was too busy" is acceptable). Alternatively, they will say something completely different a couple of months later. This creates a political atmosphere in which the organizational structure does not fulfill its function and it is unclear how to actually get things agreed and accomplished or where decision-making power actually resides. To top it off, I have heard it said that there is a culture (on the work floor) of not giving feedback. In fact, the problem is that colleagues have tried giving feedback, but people see that feedback has not been taken up. There are times when those who have given feedback end up bearing the consequences. This makes people very cautious about giving feedback again. It's pretty normal that many people don't openly give feedback towards (at least certain) LT members. At times, there seems to be more focus on not hurting the feelings of certain LT members than on actually accomplishing the organization's goals. This reinforces the status quo.
