The biggest issue is leadership at the SVP level within local leasing. The SVP contributes to a difficult and often uncomfortable work environment. There is a noticeable focus on personal image and status, including frequent references to personal wealth, assets, and lifestyle such as owning multiple properties and even an airplane. This comes across as tone deaf and out of touch with the broader team.
There is also a pattern of negative commentary about executive leadership, including the CEO. This undermines trust and leaves teams uncertain about direction. Decisions often feel influenced by personal perception rather than performance, and there is a tendency to hold grudges or push out employees who do not align personally.
Turnover is high, and morale reflects that. Many employees feel they are walking on eggshells rather than being supported to perform at a high level.
Compensation is below market for the industry. Bonus structures are not competitive, especially when compared to similar roles offering stronger incentive packages.
The company is also heavily marketing driven, and regional marketing teams tend to micromanage and overspend without clear accountability, which adds another layer of frustration for leasing teams.
Overall, the culture feels unstable and overly personality driven. Long term sustainability under the current leadership approach is questionable.
