The new fast track training program for remote employees was a complete shamble, disorganized, unprepared leadership, lack of communication, and overall very confusing starting off different account executives at different paces. The trainer's were not even in the specified industry of each account executive alignment and it was very difficult to find answers as a new remote employee. Manager was great at first but he was checked out and left shortly then a new manager was put in place who seemed to micromanage yet seemed too overwhelmed to actually help with what matters not the font of a powerpoint as my clients cared about the value of Gartner. Cleaning up another AE's mess is common around here but being thrown into the wolves and not receiving proper feedback not only sets up the Account Executive up for failure but it set up Gartner for it as well. Mornings were a waste of time with small talk rather than actual concerns and the other employees did not seem to share presentations or allow us to shadow. I have worked at larger tech companies and it is very important to shadow calls not just role play, and unfortunately that was disorganized as well. Everyone did things differently yet I was reprimanded for it. There came a time when Gartner wanted to include everyone and protect the image/brand by forcing everyone to use the exact same templates which in the end did not work very well. Every AE does things differently just like every manager does. I will say I do not believe I left Garner, I left the management there.
