-Terrible at staffing. They botched their forecasts and over-hired only to fire several field managers less than 1 year after hiring, claiming it was a "business decision"
-Culture is awful--cliques abound. If you don't go drink with the team after hours you're seen as an outsider
-Leadership gossips a lot to their field manager IV's "in confidence", but word gets out. And fast.
-Leadership is way too young for a construction company. Both construction managers are in their mid to late 20's
-One construction manager is a decent servant leader but will bow down to market president at a moment's notice. The other construction manager expects to be served.
-Market president has no clue about construction and struggles to properly manage the sales staff
-Sales manager walked out with no notice--which confirms the market president is a poor leader
-The micromanagement has gone way overboard. There is a 41-page "Fischer Playbook" checklist to fill out bi-weekly. 41 pages. It takes about 5 hours to do completely and correctly. They expect field managers to inspect *and document* everything--down to the toilet paper in the model bathroom.
-Field Managers are promoted more out of necessity than out of qualification. Everyone is too young.
-Estimates and/or PO's are often incorrect, causing headaches in the field
-Friday morning "huddles" to talk about "wow moments" are a complete waste of time. They are mandatory and it's nothing but a brain drain at 9am, when field managers should be walking jobs or catching inspections, etc.
-Field managers are held accountable for everyone else's mistakes
