#management

Prepare now. The official word will be passed down shortly for a dramatic increased requirement for Connect Week attendance come September. NO ONE on my team (FI) or others I run into in office feel that connect weeks benefit them at all and I’m sure that is one reason why it’ll be put into place. Forcing senior people out? Dragging morale even lower? Flexing hollow upper management muscle? What have you heard?

I’ve never seen a company that is so top heavy. And notice how every VP is always in the same meetings with other VPs. What decision autonomy you have when everyone is in everyone’s business always.

There are meetings in random cities all over the world that everyone flocks to. And these “strategy sessions” do not drive anything other than poor decisions which require future pivots (and more Strat sessions).

What is going on with Honeywell?

Once upon a time an employee
In management hogged his or her seat for almost decades.
In times like these , where the stock price is not moving and hovering around at a standstill, why is management still hogging their seats with over 3 years
. There should be a constant annual churn if you are not producing just like our top
Employees were let go in RIF. There has to be a specific management level RIF as well
.

Seeing massive movement by management to bring people from IDC => USA by using L1 visa. This helps them to get over the 100k H1b rule by first bringing people inside using l1 visa and then following year applying for H1b visa. Given the layoffs have always targeted residents over visa holders. Now even new grads using F1 won't get a chance. There must be a way to report this as well ?

If they've botched this single issue so thoroughly, is it any surprise the whole business feels like it's about to tip over?

I keep hearing management say we're now "leaner and stronger." Leaner for sure. Stronger? Ask me after I've slept through a full night without worrying about my inbox.

I’ve been in R&D long enough to think I’d seen every organizational oddity, but lately I look at my reporting chain and just… sigh. I’m a Principal Engineer, the most technical person on my team, and yet there are seven layers of management between me and the top. Seven. At this point it feels like performance art.

And the part that blows my mind? We’re a software company. We really only need three groups to function: developers who ship code, sales/AEs who bring in revenue, and top leadership who set direction. Everything else should be supporting those three — not ballooning into a management ecosystem that needs its own food chain.

Do managers also have to work the full eight hours in the office? I’ve noticed that some mid-level managers spend less than eight hours there.

Looking at new directors and senior directors for consumer, direct, and channel for Kinetic.

6 out of 7 are an easy find on LinkedIn from Frontier.

It's shocking at how much new upper management folks are from Frontier.

I've heard anyone who manages people is going remote.

The glint survey is out. Time to fry management. Not that they want the truth so why bother with a survey!

Manager put me on documented coaching out of the blue.
Last quarter review was good. This quarter was slow with no high-impact projects and zero vision from the Tech Lead.
No feedback on what I did wrong and no forward-looking plan. I’m not getting any actual coaching, just told to "do my work" and document.
Questions:

1. Is this just a paper trail to prep for an LR?
2. Should I just tell them I’m happy to leave if they want me out, or will I lose my severance/leverage?
3. Anyone actually survive this?

The higher ups are such unethical liars. Look at a calendar, if you worked in office Monday-Wednesday, that would give you 9 working days in February. New requirements are 12. You would need to work 4 days for 3 weeks of the month to be compliant.

Even 11 days didn't fit February, but at least it averaged out in other months. But now it's 12 and But other months are 13/14 days required it's even worse.

Hybrid is all but an illusion now. Unethical liars.

A lot of managers in STS pushing all team members irrespective of their roles to showcase AI Agents and other AI stuff they have created and are using. A lot of boot-camps happening as well. Are they planning to cut roles soon?

My manager cancelled our last two one on ones with no reason. Today I realized my manager cancelled the entire series. With the impending layoffs, should I be concerned I’m on the list?

It seems that most of the people in Serbia refused the move to the Zensar because the comtract is much worse than FIS. Managers started to threaten the employees. Whats the situation in other offices?

Is it true that parts of the business are about to sold off?
FMS, that’s Mono pumps is apparently about to be sold one of its larger competitors!
If it’s true then it’s great that we will soon be managed more professionally but I’m sure it will lead to cuts as they have a lot of duplication of roles!
Brush up on your German guys, it’s about to get interesting

Cars Commerce is laying off 11 percent of its full-time workforce. This action aims to streamline management layers. The company also seeks to reduce overall costs. New CEO Tobi Hartmann began his role in mid-January. These job cuts will be completed early in the second quarter.

https://www.autonews.com/retail/an-cars-commerce-layoffs-0409/

The market has spoken. A 20% drop in 4 months signals major fundamental issues at IBM. A falling stock price will put intense pressure on management to "shore up" the company and appease shareholders.

Word to work sentence from our vice president in a call this morning with many managers. According to him, employees are a cost and we need to find ways to reduce costs. If we are not laying off, we can probably put more work on them so they're more efficient and have a higher value to cost ratio. And when creating our semester plans or budgets, we are asked to mention resources and not employees.

That is an interesting mindset shift, really.

It makes me so angry as a manager that our management is like this. And it's not just in our area. Every growth area is like this now.

many people at walgreens have become too comfortable with their managers or other team members. They have informal agreements and they don’t bother each other. walgreens employees who go somewhere else are become a very good contributors because they go to the fresh environment where they don’t have to worry about their old team’s beliefs. If Sycamore wants to transform the company then they should consider manager and team shuffling and give everyone fresh environment old teams should be available to answer questions. fresh teams will come up with brand new ideas. same people different combinations.

They need to go warehouse and stop this nonsense! Liars and compromisers! In denial! Good company when working under competent people. My first 10 years were good. Last 2 have been horrendous.

I've been here long enough to see this play out multiple times. A mediocre person gets promoted. I don't know if they interviewed well or they're friends with someone important. Then they get put in charge of a team of talented people and within six months, the best people on that team are gone. They quit, transfer, find something else. The mediocre manager is the one who stays as the work gets worse and the team gets weaker. And the company acts surprised. Promote the wrong people and you lose the right ones. It's not that complicated. It's just cause and effect. But they never seem to learn.

If not, how sc--wed am I?

Your employees flaunt business travel and photos and activites in other countries clocking their miles and airline statuses, on LinkedIn.

All good, do you ever question the vakue of these business tourism trips? These are your leeches attending conferences foing to BTC and Munich and whatever to just ‘meet’ and ‘advise’

are you just id--ts to let it happen while others who work hard and dont travel and dont post on LinkedIn dont get noticed?

Management asks for feedback constantly. Surveys, meetings, suggestion boxes, you name it. And nothing ever happens. The same problems exist year after year and the same complaints get raised again and again. But nobody listens or does anything. It's always business as usual. Which just means nothing gets fixed.

Things are so messed up at Xerox right now that I’m constantly running into situations where no one can give me a clear answer to ANY question. You ask one person and they point you somewhere else, and it just keeps going in circles. I know decisions are being made somewhere, but no one knows where or how. So everything gets brought to a crawl as I have to guess who can give me a straight answer. Like I said, a mess.

Everything has been bad, from communication to execution to now expectations. If they wanted to get us mad and for morale to plummet, then job well done!

You are all missing the point on NRE. It was never about conferring a benefit on older workers. Precisely the opposite. The purpose of NRE was to put pressure on older workers that the company no longer wants and convince them to voluntarily leave at 55 with gratitude to their management who kindly kept them on for a few years as the bogus performance reviews piled up.

The so-called elimination of NRE is likely the combination of two things: 1) no more protection for those who are clearly abusing the system, and 2) dialing up the pressure on the targeted older workers to leave voluntarily with even more gratitude toward the managers who could have let you go but worked the system to squeak you over finish line .

Stop wasting your energy on this lawyering-up cr-p. Not much has changed except that older workers will now find themselves compelled to plant a big wet one on their boss’s backside as they voluntarily exit. Anyone who has made it this far in their career can surely find the strength to pucker up one last time.

Layoffs have been making their way into the department, and there keeps being talk that Platinum Service Leads are next amongst coworkers. Management is also really pushing for us to prove we are busy. Just wanted to put it out there and see what people have been hearing.

What happened to the highly anticipated external hire from a consulting company who was appointed to head DMC strategy? She disappeared after just a few months. Was she that bad?

I received an automated email recently that said, in part:

"License Management
Because M365 licenses are limited and high demand,the company expects all licensed employees are expected to demonstrate consistent usage by engaging with licensed M365 Copilot on an average of at least 3 days a week.

Usage is monitored, and unused licenses may be reassigned. Learn more: M365 Copilot usage expectations and license reallocation. Thank you for helping ensure M365 licenses are used effectively and deliver value across the organization."

I suspect this automated email was triggered because I am below the 3-day usage threshhold. Does anyone know how much attention managers are paying to this metric and if it really matters/if I should be trying to get this number up.

I'm not reflexively anti-AI, I've just found it personally not very useful for doing the things I'm tasked with. I get zero value from asking copilot to reword emails (which is how mycoworkers mainly seem to use it). At most I use it here and there to get a reminder on how to structure an excel formula, or to summarize a document. Which is not a 3-days a week thing.

I personally dont care if they yank my m365 copilot subscription but I also dont want to unnecessarily end up on management's radar as not an Ai adopter. I can fake it and start using copilot for bullsh-t but wondering how much it actually matters

Looks like report cards for the role play are rolling out... would be interesting to see what the aftermath would look like.

Meanwhile, management keeps sinking deeper... repeating the same rhetoric, the same threats towards employees and further ignoring customers and their feedback.

The newly hired "managers" keep managing using the same script, only to continue failing at the end because we all know, when you practice the same method the outcome remains the same. They ignore and gaslight employee concerns with an iron fist and keep repeating the same slogan which on the surface may sound the same but has the same meaning "such it up"

For those of us who have been here long, we pause and remember the folks who were the back bone of this organization, the ones who helped us become who we are, the real talent that are now gone... moved on or let go.

Do you all remember Brian Madden's post on LinkedIn a few years back when VMware sold to Broadcom? That moment when you get a glimpse of what is to come? and you realize its not good. How many of your team mates are confident in the team's direction or the overall performance and outcome of the company? It appears that everyone is just floating, hanging to see what comes next. This is what happens when there is no direction. This is what happens when you take confidence out of someone's believe in their career. You take their sense of purpose out of their routine, this is by nature and design, reinforced by society and programming.

Things wont change for the better any time soon and in my opinion any time at all... even after Omnissa is sold off. From here, there is only sinking further into the abyss. The question is, what will you do about it. Sure, many of us have been here long and we have invested plenty and now are being short changed because management is incompetent but the reality is, how much stress can you endure?

I’m legitimately curious why the pendulum has swung so far to one side. Pre-covid we had balance and trust, and now we have neither. Instead of going back to balance they’ve swung to micromanagement and rigidity. What actually is fueling the need for such strict expectations and absurd tracking measures? They say they care about morale but then micromanage us like we are children.

And as an aside, we all know the timing of the latest TTUS survey just before this announcement was strategic in every way. Get those numbers up before they plummet again!

I’ve heard that managers don't have input in layoff decisions. Does anyone know who actually decides who gets cut? Is it a Director, VP or is it HR, Finance, or someone else? If manager input isn’t used, what specific criteria do they rely on? Please share if you have firsthand experience.

Who is going to take the heat and lose their job for such a shortsighted decision, Short-term savings, long-term losses, penny wise, dollar foolish or buying cheap leads to losing money (Yasumono-gai no zeni-ushinai) learn that phrase!

Manager warned us in a team meeting that execs are taking RTO extremely seriously, and implied they’re looking for people to layoff because of it

Anyone else had their manager ask if they were interested in possibly taking a buyout. This is happening in some out of region nts/abfs. Offices ?

https://www.marketwatch.com/story/exxon-says-iran-war-will-curb-1q-production-by-6-4aa8c83e

What kind of id--t loses revenue with $100 oil price? As a shareholder, I demand DW get NSI ranking, and if he ever does this again in the next five years, be fire!