Obviously this depends on the team, and those in leadership.
Anyone can cadillac and be inefficient, making it seem like their position is very easy. Similarly, I have seen people so confident and "in" their strengths that their workload seemed too easy.
Some locations and volume stores are more heavily hit in some workcenters than others.
I can personally attest to feeling like I am still holding my hand to a gushing wound at the Front End as GSTL, with lack of manpower, talent and partnership from my peers. While this can be very tiring and overwhelming, I hope to find ways to streamline processes and drive for results despite the adversity.
I do believe that some individuals give the GSTL position a bum rap. At an A+ volume store, the struggles are most concretely felt when there are poor performers or attendance issues. Furthermore, as the company has shifted to such a high conversion % the pressure is very keenly felt. The AE score is tied directly to raises for the team, and the process to fix conversion needs to be all inclusive; unfortunately it is very difficult to obtain partnership and get stakeholder buy in from other workcenters.
To those who think GSTL is a cake job, just remember that is often ends up becoming a place where TLs die; the information that has been disseminated at our store is that you cannot transfer out of a workcenter that is not green, and conversion has always been below green for us.
It might be beneficial for stores to continue rotating TLs through workcenters, and avoid locking in those who have been in role for 15 years.
