If it seems too good to be true, it probably is. - Customer Support Jane App Employee Review

Hi there - thanks for sharing some really detailed feedback. I’m genuinely sorry to hear that you felt unsupported during your time at Jane. I can understand how difficult it must have been to feel that your performance feedback wasn’t leading to the kind of support and improvement you expected. As per your suggestion, I have been doing a lot of thinking about what "ending well" looks like - especially in support. I've been thinking a lot about why this is so challenging.... While it's never what anyone hopes for, recognizing that not everyone will thrive in a particular role or in a particular company is unavoidable. On the Support side we're pairing that challenging conversation with new Managers on the Team Captain side. What’s interesting is the pattern you mentioned—where everything feels fine until it doesn’t. and then team members are spending a long time working with their manager on their performance before being let go. The flip side to this story is people coming here and saying "everything was fine and then suddenly one day I was just let go with no warning - I was blind sided." The 4C framework was designed to prevent that feeling of blind siding - and while it sounds like you did know that there were things that needed to be addressed, you didn't feel like the feedback around how to address them was clear enough. So we've solved one problem but need to keep iterating on the communication. I'm not sure if your TC used the new Thrive Framework to help communicate whatever area improvement was needed? I'm curious if it will be helpful for new managers and team members to really pin down where to focus? The Framework talks about: Attitude, Quality of Work, Quantity of Work, Improvement Impact and Communication. I'm also curious if you had an opportunity to reach out to your People Partner? I know that whenever anyone is working through Curiosity or Concern conversations they try to be available - as it can definitely create extra stress. As you know, through our Health Check (and we're actually just about to trial moving Manager questions to a more comprehensive stand alone survey) - we get some insights into how each team across Jane is faring under each manager. For TCs, we definitely see some thriving and others struggling - which is to be expected when someone is new to a role. Just as you had some intentional conversations around performance, we have those same types of conversations with TCs who are might not be thriving in certain aspects of the management role. Compounding onto this, I think that the absolute hardest thing any manager has to do is let someone know that they likely won't find success in their role and should consider a different path. While it's always our goal to make those conversations as respectful and supportive as possible - that is never a good day. Since it's not something that happens often, our TCs in particular are likely doing that whole process for the first time. I was just thinking about TCs as brand new managers and wondering if we could consider some form of co-piloting with a Strong TC for a period of time before taking over a team. Overlapping the transition time with a Transition Specialist? We'll keep working on building up the strength of the TC layer. We strongly value internal promotion with our Team Captains and have never hired externally for these positions. It's important to me that we're offering our team career advancing opportunities and this sometimes comes with hiccups. As always, I'm glad to hear that you loved working with our Customers, and felt like the pay was generous for the role. I'm hearing we didn't have clear coaching communication, and we also didn't "end well" here, and I do know that with clear and kind communication, that is a possible outcome. It's something we'll keep working on with our TCs. Thanks for sharing your story. Ali Co-Founder/Co-CEO On behalf of Jane