The role is presented as a solid opportunity, but the day-to-day reality did not match what was discussed during the hiring process. Poor training, inconsistent management, and unrealistic workloads made the position difficult to maintain.
In addition to the standard responsibilities associated with the Leasing Consultant role, it is also an expectation to “sparkle clean” apartment homes (they give you a bag full of cleaning products and you have to go and clean) . This responsibility was neither outlined in the original job description nor discussed at any point during the interview or onboarding process. While supporting the team where needed is understandable, the expectation to take on additional operational and cleaning duties without prior transparency or alignment created strain, particularly given the already demanding workload and performance expectations of the role.
Management support was inconsistent at best. Expectations were often unclear or changed without proper communication, yet employees were held accountable as though they had been fully informed and properly supported. A particularly concerning issue was the consistent discouragement of asking questions directly to management. I was explicitly advised to seek answers elsewhere rather than approach leadership for clarification, which created confusion, hindered learning, and significantly limited access to necessary guidance. In an environment where expectations were already shifting, being unable to seek clarification from decision-makers made it difficult to perform confidently or effectively.
Concerns raised by staff were frequently dismissed or minimized, reinforcing the perception that feedback was not genuinely welcomed. There were also instances of unprofessional behavior toward myself and other team members that contributed to a discouraging workplace atmosphere.
There was a consistent pattern of dismissal and lack of meaningful support. Questions, concerns, and requests for clarification were frequently minimized or redirected rather than addressed directly. Instead of providing guidance or constructive solutions, leadership often left employees to navigate challenges independently, even when those challenges stemmed from unclear expectations or operational gaps. This absence of accessible and engaged support created an environment where employees felt unheard, undervalued, and isolated in their responsibilities.
Another concerning pattern was the escalation of honest mistakes and everyday matters to management by multiple team members, without my knowledge or an attempt to clarify the situation with me directly. Rather than fostering open communication at the team level, concerns were elevated upward without transparency, leaving me unaware of issues until they had already been framed for leadership. This approach limited opportunities for clarification, collaboration, or mutual resolution, and created an environment where escalation felt premature and, at times, disproportionate. A more direct and solution-oriented dialogue within the team would have supported accountability and professional growth far more effectively than indirect escalation. It wasn't a safe environment to make mistakes, nor to ask for help, either, and where feedback conversations were *about* me and not *with* me.
Don't go for this position if you're new to the industry.
