Well where do I start? - Management: This role is a big hit or miss depending on how your management chain is. Unfortunately for me, I am stuck with a branch manager who is completely clueless who fails to take accountability and responsibility for his mistakes. The District Manager is no better, who fails to recognize that better training and onboarding is needed for people like us in order for us coordinators to thrive in our work. Micromanaging, Gaslighting, and Patronizing coordinators for coming up short on tasks you assign them in which they got little to no training whatsover. Pinning ALL of the heavy work and responsibilities on the coordinators and then turning around and straight up insulting their intelligence and performance whenever they slip up. Managers who let their temper get to the best of them ending up behaving like 6-year olds to the point where you literally cannot communicate with mechanics because the shop manager is mad at you for something you didnt even do. Its to a point where I am being forced to leave this role soon and seek work elsewhere. - Onboarding/Training: Putting ProSales Coordinators infront of a computer for barely 12 hours of "training" is not training. If you are going to give us mammoth responsibilities such as running Branch Operations and coordinating with Sales Reps on Sales operations and having senior-level knowledge and skills of learning the business, you're gonna need to do better than just slapping on a stupid Microsoft Teams meeting of HR people reading off of notecards and calling it "training". Overall, if you are contemplating this role, please think about whether or not you value your peace of mind and your mental health, because you will have that thrown into the fire if you end up in an environment such as the one I experience currently.
