One common theme about Canon is clear: it doesn’t matter which building you work in, the problems are the same. Canon doesn’t suffer from a lack of talent.. it suffers from a lack of leadership. Employees show up, work hard, and carry the company forward, while management hides in endless meetings, promotes favorites over performers, and makes decisions that protect themselves at everyone else’s expense. Supervisors are handed titles without the skills to actually lead. The facade of care may look good on paper, but the reality employees live every day tells a very different story, no matter how polished the corporate messaging may look
Posts mentioning hashtag #favoritism
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Mention #favoritism in your post to continue the discussion!
Who is this parasitic leader in US? One who contributes no value, yet thrives by feeding off his remote teams work ?
Many non-american directors and VPs in US are surviving by feeding on work of their remote teams. They have no technical, no planning, and no managerial ability. They cannot contribute to strategy and not set direction for the team.
Theiremote team wastes time explaining work to him so he can brief higher-ups, but there poor grasp and inaccurate updates create confusion and more effort. Out of insecurity, they misrepresent successes as their own foresight, blame failures on remote leads, and withhold information from remote leads to keep them from becoming threats. They even avoid involving remote leads in meetings with other american peers and managers, ensuring they are cut off from visibility and credit. Careers in remote teams depend on their patronage, not merit; loyalists are rewarded, independent voices punished. Their insecurity, politics, and favoritism fracture the team and poison the culture.
Have you come across such leaders ??
Flawed Annual Review's
Our annual reviews has been corrupted into a system of favoritism.Ratings and promotions are no longer based on contribution but on connections—both personal networks and , more importantly , the networks of managers who push cases through on the strength of goodwill rather than merit.
This has turned AR's into a negotiation of influence , not an evaluation of performance.Technical expertise , and tangible results are consistently sidelined , while visibility and relationships dictate ratings and promotions.
Replace current calibration practices with a transparent framework grounded in measurable outcomes , 360-degree evaluation, and objective criteria.