High impact organization - Deputy Director Hunt Institute Employee Review

Mission-Driven Culture: The Hunt Institute’s commitment to improving education is at the center of everything it does. You feel connected to meaningful, impactful work every day. Genuine Non-Partisanship: In a time of heightened polarization, the Institute truly maintains a non-partisan approach. Decisions are guided by research, data, and what best serves students—not politics. Strong Leadership: Deputy's, Directors, Chief of Staff, and CEO are transparent, approachable, and clearly invested in both the mission and vision of Governor Hunt. They communicate priorities well and actively support employee growth. Professional Development Opportunities: Staff are encouraged to learn and take on new responsibilities. You can grow your skills and career quickly. Recently The Institute launched a Leadership Development Cohort designed to support the growth of the next set of rising leaders at the organization and support their development for more responsibilities and promotion. Meaningful External Partnerships: The Institute works closely with policymakers, and stakeholders across the country, making the work feel relevant and exciting. You will have chances to actively work with Lt. Governors, former Governors, state education leaders, and legislators from across the country.

Some staff bring their personal politics into the workplace, which can create confusion about the Institute’s nonpartisan mission. the Institute can do a better job setting expectations and supporting employees in separating their personal political beliefs from the work so that everyone shows up professionally and aligned with the organization’s role and purpose.

Your coworkers. Somehow this place hired genuinely good people who care about the work and each other. They deserve better.

The leadership is the problem. The CEO creates instability. Leadership's management style is disorganized and inconsistent, which creates confusion for teams trying to execute work. Strategic priorities shift without explanation. When problems arise, staff receive blame for systemic issues outside their control. The Chief of Staff position was created recently and has not improved organizational function. Communication from senior leadership often lacks professionalism. HR serves leadership interests over employee wellbeing. In one meeting, staff were advised to modify how we dress to avoid sexual harassment—placing responsibility on potential victims rather than addressing inappropriate behavior. HR also made culturally insensitive suggestions for observing Indigenous Peoples Day. The Assembly published reporting in November 2024 documenting "culture of fear" and 100% annual staff turnover. This aligns with my experience. I received positive performance reviews until I questioned a promotion decision made during a stated hiring freeze. Within one week, I was placed on a Performance Improvement Plan. Six weeks later, I was terminated for "performance issues." Financial decision-making lacks transparency. The organization discussed potential layoffs while simultaneously creating new senior positions. Staff questions about budget priorities went unanswered.