I can't resist thinking that this is exactly what TR is about - they are very creative at how to make an employee reach the breaking point and leave voluntarily.
What method do they use on you to get you to leave without a package? In my case, I am constantly given new responsibilities and I am absolutely exhausted.
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I am in Michigan and heading unfortunately Michigan is an “at will state” so they can fire you without just cause. I am guessing this means if they let sales reps go we’d go NO severance of any kind.
There's a great podcast on YouTube with Zac. "Trust Principles" - right...
I half wonder if they’re piling more work on me so I’ll fu-k up and they can fire me, but that sounds like too much strategy for TR.
The unspoken issue is that so many of the execs are being put in place solely for diversity reasons and are failing as leaders. There’s even been a podcast episode about TR—“Conversations with Coleman” featuring Zac Kriegman.
Product Management and UX are living the dream, yapping all the time and destroying the “gold standard” tax product that was developed for decades while former leadership kept Product Management engaged with the macramé standard accounting product. Now we have a McKidiot leading the way, a Facebook yapper and Intuit castaways in product. May god help us all.
I know of a few people working another full time job while still collecting a check from TR and doing absolutely nothing. Wish I had the ba--s to try it!
What ki--s me the most is that TR is no longer a company where people can keep growing. Leadership has decided that they want to pursue the Kodak camera path of growing irrelevance plus disillusioned staff.
@3anf+1hGNlCgQ I already have been working another job for the past 8 months.
I gave up putting my all in here for a 2% raise every year. And the yearly chance of being laid off.
If everyone stops trying so hard the company might actually care and do something. Reason being it will impact their bottom line.
Now Toronto and Eagan run the show and the company is in fast decline. Meanwhile Europe is an overworked afterthought.
A majority of the leadership is f'n around in Switzerland on a permanent vacation. Tax leadership isn't in a location where anything with Tax is being worked on. The entire "Location" strategy is solely based on tax breaks to the company and has nothing to do with attracting talent. Toronto wasn't even a thing until CA gov't told TR they would lose their tax benefits because they didn't have enough people around.
Sounds to me like you can try out another job for 6 months before quitting TR.
At least when we had F&R, the UK actually had some weight in decisions.
Now Toronto and Eagan run the show and the company is in fast decline. Meanwhile Europe is an overworked afterthought.
It’s okay everyone they gave us the ability to take 6 month sabbaticals.
Checks notes…..
Unpaid sabbaticals
Never mind. How can they expect people to go with 6 months of no income.
My team is having “temperature check” calls because there has been such a mass exodus and people are so depressed. Um… maybe instead of trying to delude people into contentment you could just remove the leaders and the leadership styles that have made this such a horrible function to begin with?!?
Old TR guards are retiring and "retiring".
Company maybe still TR in name but McK is running the show.
Wolves in sheep's clothing.
TR should remove “excellence” from a any and all internal team names or email groups.
New responsibilities each day, already impossible workload, no roles clarity, too many meetings, ETC
The two execs leading my team have basically started to admit that this company is a horrible place to work. They’ll effectively say things like “if you want to make more money in this profession, you should go someplace else because we are trying to automate.” Ironically, all of their automation efforts have failed.
Good luck with trying to get individual managers to make a decision re which tasks take priority, given the greatly reduced resources available. That would be too much like hard work for many managers.
I’ve learned to say no. Just stop taking on more responsibility. No need. This is a business arrangement. If they want more then they pay more. Simple as that.
Pushback as much as possible. If they don’t feel the pain that work is not getting completed then they won’t do anything about it. By accepting these new responsibilities you are enabling their behavior.
I’ve been pushed around too but I’ve learned to either say no or tell them that if this new task needs to be done, then these other tasks need will not be completed. Give them them, your manager, the choice on which one. If they say both, be firm and tell them it’s not possible.