I'd love to see what people put down especially knowing how many useless managers who barely do anything there are here.
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Keeps Skype/Teams/Email closed. Spins a wheel on what to work on next.
Is it me or is there a spike in promotion to Director where the person didn't have pertinent experience? If the person has little to no experience in the technical field they are directing, how can they effectively manage? When the Director hires subordinates, what criteria do they rely on? Do they value home-grown experience? Obviously the VP that hired them don't. So "what message" does it send when the next level down knows more than the subordinate? Tack on the diversity slate expectation and you are laying the ground work for incompetents in charge. Long term outlook is bleak. Hoping a merger with a larger company and the new organization recognizes the empty headed posers are moved out.
Just lost the best manager we had at our site. 25+ years, they have no clue on how to replace a knowledgeable, highly respected, extremely fair and someone who pushed back on stupid request. Other managers around our site are relying on hourly workers to help get their job completed and are unable to make solid decisions based on knowledge or common sense.
@ttf
Totally agree with:
"3/ use your performance review as an opportunity for them to complain about their station in life"
My last 2 reviews (past manager and present manager) have been all about the manager nothing about me.
Theres a lot of good managers whose hands are tied, which they didnt know would happen when they took the job. They wanted to make positive change and develop good teams but the risk for failure is risk to your employment status. When the company was on top they didnt like failure but viewed it as a learning experience and encouraged trying new ideas, but not so much anymore, in any company. Good managers dont like it but bucking the system will get you unemployed.
I had several outstanding managers that encouraged trying new things to make the company better and more efficient, and backed me up when I tried, even at risk to themselves.
Micro manages too much and darn pronouns in his emails ugh we dont need this here at our jobs
Manager goes to a meeting. Manager gets tasked a deliverable by SVP. Manager delegates ~urgent~ deliverable to you. Manager asks for it by tomorrow. Two days go by and you hear nothing back from Manager. Get a call from Manager to make some edits and send back over in the next 2 hours before Manager presents to SVP. Manager presents deliverable as own idea to SVP. Two days go by and you hear nothing back from Manager.
Repeat.
1/ Waste your time by trying to prove to you that they can do your job better than
2/ provided contradictory and inconsistent guidance multiple times in the day, sometimes in the same meeting
3/ use your performance review as an opportunity for them to complain about their station in life
4/ sabotage you in a meeting
5/ call you at home at 10 pm demanding you turnaround a deliverable
- Report the same metrics that are requested from various functions.
- Lower the bar to show improvement YoY.
- Request headcount in NA to add to overhead cost but never fill the position to meet executive bonus targets.
- Request functional support from low-cost region and rationalize more work from staff in NA and offer a token $100 award per quarter.
- Sign up for stretch goals but never inform staff.
- Walk fast and move mouse with do not disturb on.
- Undermine other managers by blaming other functions.
- Plan next RIF to meet bonus EBITDA targets.
- Smile at all hands meetings and applaud for executives.
By the way, I know this isn't a layoff-related topic but we could use some levity.