Constant micro management with huge emphasis on numbers that affect quarterly bonuses. Too many price increases given to customers (2 to 4 a year) by corporate, which causes issues for retention, contract attainment and base business growth (all of these numbers represent a large portion of your bonus).... Meaning that your bonus can be largely affected by corporate decisions that you have little control over. Also, the DM has to wear many hats. The DM has several customer call ins with service issues caused by the plant with shortages and appearance. The DM has to run a route when the RSR is sick, injured etc. due to constant staffing issues ( avg 2-5 days a month) and the phone issues, reports, conference calls and micro management still continues when you run the route. You will literally pull the truck over for an hour just to be on a weekly conference call that you have to listen to your GM tell you how important it is to hold your RSR team accountable at their daily check-in. There are not enough hours in the day to meet with your top 52 customer base once a quarter, meet with upset customers threatening to cancel (1-5 a week), negotiating contract renewals, 5-7 route check ins daily, attending new sales proposals with AE, installing new accounts, meeting with over 90 day non payment customers, 2 route ride alongs each week, weekly team meeting, weekly conference call, monthly trainings....and on and on!
