Poor leadership at the PM level. There was no proper onboarding or training for this new PM, and no alignment with company culture or expectations. Whether due to lack of guidance or disregard for standards, the result has been damaging. The leadership style is driven by ego, fear, and micromanagement rather than support or teamwork.
The PM regularly yelled at employees, ignored requests for guidance, and focused primarily on sending threatening emails about HR or disciplinary action. Small issues (such as not immediately reporting a minor maintenance concern) would be blown out of proportion and documented in an unprofessional way.
Rather than developing or coaching the team, this leadership approach created a toxic culture that destroyed confidence and morale. Multiple employees were terminated after raising concerns to HR, which raises serious questions about retaliation and fairness. Performance plans felt more like tools for intimidation than for growth, with no real training or support provided.
Communication was inconsistent-emails and chats often went unanswered, leaving onsite teams to deal with fallout and blame when issues escalated. The culture resulted in constant anxiety, burnout, and dread about work. It is difficult to find joy in a role when leadership is focused on fear and punishment rather than teamwork, training, and solutions.
It is also concerning to see long-term employees with proven success (including those who relocated cross-country and completed successful turn seasons) leave the company under these circumstances. There is a major disconnect between PMs and onsite teams. PMs are often higher paid but disengaged, showing up only for “check-in visits” without contributing to day-to-day operations or resident interactions. This dynamic undermines the hard work of onsite teams and weakens the company culture.
