Smoke and mirrors and terribly low pay. - Team Leader Tractor Supply Employee Review

1.0
Oct 20, 2014
Recommend
CEO approval
Business Outlook

Pros

There wasn't much good to working here. If I were to come up with anything at all it would be the measly store discount of 15%. I was hired as team leader which is basically a glorified cashier awarded a key to the store and gets to open and close the store and work the hours the assistant and manager don't want to work. I have a college degree in management. God bless America.

Cons

I was the only person with a college education in management at the store and was paid terribly and treated even worse. The store was completely understaffed. The pay was an absolute joke. The hours sucked terribly. Rumors and Gossip were gospel. Kissing butt got you further than good old fashioned hard work. Tractor Supply considers full time status to be anything over 30 hours which is another joke. If you aren't an assistant manager or a manager, you can barely survive financially working here. They try to sell you on a future comfortable financial status and a system of values that they have posted on the wall but never follow. They post up their "LEGENDARY" values, so they can hide behind them and manipulate them selves out of any wrong situation and come out on top. Stay away from this place unless you absolutely positively have no other options.

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5.0
Apr 27, 2026
Recommend
CEO approval
Business Outlook

Pros

Good people and ok managment

Cons

Repetitive work. Pretty boring too

1.0
Jul 13, 2026
Recommend
CEO approval
Business Outlook

Pros

You can count on getting biweekly paychecks.

Cons

Words do not exist to adequately describe just how dysfunctional the FAST organization has become. The problem isn’t the people—it’s the structure. Every level of FAST is treated as second-class by Operations, but the hourly FTMs bear the brunt of it. They’re expected to execute impossible workloads while navigating resistance, conflicting priorities, and a complete lack of operational ownership. FAST leadership regularly talks about holding stores and Operations accountable. Yet the moment accountability creates friction or invites criticism, they retreat instead of standing behind their teams. The result is predictable: the people doing the work lose confidence that anyone above them will support them when it matters most. A department cannot succeed when it has responsibility without authority, accountability without support, and expectations without organizational commitment. That’s the reality of FAST today. It’s not just disappointing—it’s unsustainable.

2
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