The work, atmosphere, and colleagues are all very good.

But it would be even better not to join the Chicken Leg team.

The Chicken Leg team leader’s management style has caused a series of problems. The turnover rate among members of the team he leads is extremely high, and many employees have negative opinions of him. This situation should not simply be blamed on individual employees; it requires further reflection.

The company once sent an HR representative to ask employees about their opinions and circumstances and promised to consider their feedback. However, those promises ultimately do not seem to have been adequately fulfilled, and as a result, the situation did not improve. The company lacks appropriate evaluation and feedback mechanisms, making it difficult to effectively evaluate the team leader even when his performance is poor.

The following is a summary of the Chicken Leg team’s situation:

1. If a client does not look like a key account (KA), they insist on calling it one anyway. There is no need to provide a 401 report as proof; the company can simply recognize it directly.

2. The distribution of leads is completely unfair. The team leader thinks it is fair, but has been caught assigning them incorrectly several times. He then uses unreasonable explanations to justify the mistakes, claiming that the assignments are based on his logic. Why not just distribute them randomly?

3. The team leader has failed to provide sufficient support and guidance. He only sets goals without offering practical advice or direction, which negatively affects the team’s performance. He only tells you to do something instead of telling you how to do it.

For example:

When a client does not sign a contract, the advice is always: “Did you give them an extra month? Did you show them client cases? Did you give them a dream? You should tell them that the price will increase later.” Sometimes, even when the client has questions, salespeople are told to get them to sign first and deal with it later. Do you really think we don’t already know these suggestions? And are these approaches actually useful?

4. Regarding internal procedures, even when something is clearly his responsibility, he says that he wants you to learn and asks you to try it yourself first. In the end, he rejects your work and says that it is something the team leader should handle. Is this really more time-efficient?

5. When a new person joins the team, other team members are expected to help train them, with the explanation that this is part of their OKRs and that they can teach the newcomer as senior colleagues. The Chicken Leg team leader also tells the newcomer that the bonus belongs to everyone, but in fact it all belongs to her, and she can take half of the bonus. Why fabricate facts? And why give all the deals that are about to close to the newcomer simply because she can get half of the bonus?

All of this has damaged trust and collaboration within the team.