Pros
• Unrealistic expectations: I was asked about performance improvements on the third day of joining, without any time to understand the system or implement changes.
• Lack of clarity in roles: A team member, whose role was data handling (MIS), was regularly interfering in call centre operations, questioning managerial decisions, and even submitting incorrect feedback to management.
• Biased leadership: Leadership seemed to make decisions based on selective feedback without verifying facts. Even calls where I successfully closed a sale were marked as “poor” without valid reasoning.
• Inconsistent incentive policies: The incentive structure was agreed upon initially, but when it was time for payout, the terms were suddenly changed without notice or clarity.
• Zero recognition for efforts: Despite a reduced team size (from 17 to 12) and a reduced marketing budget (from ₹5L to ₹3L), I managed to increase sales from ₹16L to ₹18L — yet there was no acknowledgment of this improvement.
Instead, I was told that sales don’t depend on team strength or budget, which shows a disconnect from ground-level operations.
• High-pressure environment: Instead of supporting new managers with realistic timelines, the environment was built around constant pressure and internal politics.
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Advice to Management
Please focus on objective performance metrics and give new employees the time and tools to succeed. Encourage open feedback rather than relying on internal opinions alone. Respecting and acknowledging actual results — especially under resource constraints — will lead to better leadership and a more positive work culture.