Just moved out and having relaxed life with weekends and smart way of work . My current company manager is content based and the work load is in acceptable
Main thing is he use to have 1-o-1 every quarter and make clear expectations and also addresses concerns .
The key to getting ahead at Intel is, sadly, parroting what your bosses say, even if it's completely wrong.
Some people - those who excel at Intel - are great at it. Repeating buzzwords, re-labeling Powerpoints, nodding in approval with stupid proposals and the like.
I'm not sure whether people are consciously playing the game of managing up, know no better in the first place or over time forget good sense and logic or just turning their brains off, but I found it beyond stressful to intentionally act like a dumb arse and repeat something that makes no sense so as to be seen as a loyal team member on a slow-motion train wreck.
I simply couldn't stomach it and went somewhere where my judgment is appreciated.
Open and honest is not appreciated at all. People don't like to hear how the emperor has no clothes, worked like crazy to do the right thing but little appreciation for doing tight and saying what is phucked up and how to fix it. Must drink from the same koolaid as the boss or be shone the high road.
My current bosses are as demanding as my old ones, but they listen and seek to understand my position, amazing why his little company will last while intel is sunk, past the tipping point and going the way of Kodak, Nokia, and Blackberry!
2bgn is correct. During old days in the 80s we would say knowledge power trumps positional power. Im not sure when it changed but one fine day my boss made some political error and i was given a replacement with next to no knowledge. i tried to help her understand how we needed to change in order to compete in the new world. BIG Mistake. This was definitely not welcome. First several of my peers were fired for trying to teach her. Eventually i was given l4, and shortly after i was "retired". As far as i can see all the purges since i retired have made this bad trend even more entrenched. Everyone has seen this and are now scared to speak out in any way, technical or non technical, that is critical of the top down dogma for fear either your boss or the HR in the corner taking notes will fire you. I hope BK will recognize this and correct it.
I heard from numerous people that 'challenging the status quo' is NOT appreciated by management. Like ... AT. ALL. It's like they live in a dreamworld or something and they for dang sure don't like being told they way they/Intel is doing something could be done better/differently. I think that mindset is why Intel is phucked. Too bad. It was once a pretty respected company, now, not so much The hole they're in seems pretty deep for them to climb out of to me.
Even though one of Intel's "values" has been documented as "Always challenge the status quo" as a statement that things can always be improved. However, in the last year if you do challenge the status quo, odds were much higher that you were going to receive ISP.
I've never seen anyone use 1-o-1 before. Only 1:1 or 1-1. Not saying it's wrong, just that I've never seen it and it looks like you're laughing to me. lol
Clearly, the context of the 1:1 has reversed. Used to be strictly to benefit the employee by giving him/her the scheduled time with mgmt to discuss positive agenda that is beneficial to employee. Now it is simply a time that your mgr can interrogate the employee explicitly to gain negative information that can be put into ongoing Focal and used against Said Employee.
Yes, my forced weekly 1:1 are very comfortable for me. It centers mostly on "when will it be done?", "why are you behind schedule?", "if delay is dependent on person X, please schedule a meeting with X to find out reason for delay." In most cases, person X does not go through same scrutiny as I do from his manager. Wtf?!
1:1S are SUPPOSED to be the employee's meeting for them to ask their manager questions, not the other way around. You could remind him of that. lol