Working at Prager University

The mission sounds meaningful on the surface. The team is excellent, hardworking, and well-meaning, and employees try to do the right thing despite the dysfunction.

BEFORE YOU ACCEPT A JOB OFFER, READ THIS! PragerU may appeal to those passionate about advocacy, but in my experience, the organization suffers from severe dysfunction at the leadership level. It lacks the structure, accountability, and results-driven culture found in professional or corporate environments. Without clear benchmarks or healthy turnover in leadership, ego and internal politics often take precedence over mission and performance. If you're an experienced professional used to operating in high-functioning organizations, this may not be the right fit. Sometimes, like in politics, term limits—or fresh leadership—are the only way to reset a broken culture. They have had several rounds of layoffs, then hiring, then layoffs again. It’s a vicious cycle. The CEO expects to be treated more like a celebrity than a leader, with multiple staff members attending to her personal needs. Rather than focusing on driving meaningful impact, she appears more interested in building a personal brand as a grassroots influencer than fulfilling the responsibilities of a mission-driven CEO. Someone should tell her that she doesn't have an ounce of Dennis Prager's intellect. The VP of Kids leads through fear, insecurity, and excessive control. She gaslights the CEO and is a chronic micromanager plagued by impostor syndrome. She constantly redirects conversations toward herself, dominates meetings, and stalls progress by inserting herself into every detail. Rather than empower her team, she isolates them, particularly the education staff, who are relegated to repetitive, low-level tasks and denied meaningful interaction with stakeholders. The leadership style is rooted in competition, not collaboration. The VP of Kids is fixated on taking credit and views capable team members as threats, suppressing talent instead of nurturing it. This fear of being outshined has created a toxic dynamic where innovation is stifled and professional growth is actively discouraged. Across the organization, leadership is bloated, overpaid, and toxic. Executives (including the CEO) routinely gossip about staff behind closed doors, pit departments against one another, and foster a culture of distrust and dysfunction. The company’s stated values—character, integrity, education—are entirely absent internally. The work environment is chaotic, demoralizing, and often abusive. There is no mentorship, no clear structure, and no opportunity for advancement. Morale is at an all-time low, and turn

The mission, which is tainted now due to my experience with their leadership.

Not one thing. They are toxic, egomaniacs.

Message to Management: If you’re serious about advancing American values and restoring trust in education, fix your internal culture. Clean house and remove toxic leaders who lead through fear and ego, especially those who isolate and suppress talent, basically all of the current leaders in place. Trust your teams to do meaningful work, eliminate the gossip and micromanagement, and create an environment where integrity, collaboration, and professional growth are not just preached, but practiced daily. Until that happens, your mission will remain nothing more than a marketing slogan.

Reviewing their content.

50% less. They underpay their staff and are abusive, promoting a toxic environment.

There is some diversity.

The mission.