Incompetent CX leadership - werkgeversreview Anonymous bij PatientNow

Leadership LISTENS! They listen to you (as an employee) and to their customers, constantly looking to improve based on that feedback. I love my manager, and it's truly one of the most motivating workplaces. My projects are all high impact, and I always feel seen, heard and I'm actually trusted to do my job. Also, great work-life balance. I would be friends with most of these people outside of the workplace. Next year feels even more exciting with the developments. This is a generally stable company that's looking to keep both momentum and growth.

Some teams seem a little less enthusiastic than mine.

Unlimited PTO and remote environment.

While there were genuinely good people throughout the organization who worked hard and cared about customers and their teammates, my overall experience was challenging due to a lack of structure, support, and consistent leadership. The workload was often overwhelming, with responsibilities continually being added while resources, training, and support remained limited. Expectations were extremely high, yet employees were frequently left to figure out new processes, policies, products, and platform changes on their own. Rather than receiving guidance from leadership, many frontline employees were expected to create solutions without clear direction. Unnecessary meetings every day all day also took away from the ability to actually hit the ground running and do your work. One of the most frustrating aspects was the constant change in leadership and priorities. It often felt like organizational direction shifted every few weeks, making it difficult to build momentum or execute long-term strategies. There was a heavy focus placed on certain products while others received little attention, creating confusion about priorities and making it harder to effectively support customers across the business. Micromanagement was common, but meaningful coaching and assistance were often lacking. Managers closely monitored activity and results, yet when new responsibilities were introduced, employees were frequently left without the training or support needed to succeed. There was a significant disconnect between expectations and the resources provided to meet them. There were also instances where opportunities, initiatives, and promises made to employees never materialized. Favoritism appeared to influence who received visibility, support, and opportunities, while others delivering strong results felt overlooked. Additionally, compensation and career growth often did not feel competitive with similar roles in the market. Cross-functional collaboration was difficult because most teams were stretched thin and operating under the same challenges. Miscommunication, lack of ownership, and burnout became recurring issues, and instead of addressing root causes, additional responsibilities continued to be added. The company has talented employees who are doing their best, but in my experience the organization lacked the leadership, consistency, communication, and support necessary for employees to thrive.