#managementstyle

Notice how some people can always stay close to 200% of their goal that month when the rest are at 70-85%. It’s so annoying that brown nosing will let a manager sc--w over the rest of the team by funneling all the work to their favorites /friends.

Sometimes I'm puzzled by the director of business development position. It feels like their main tasks,attending calls and presenting targets at QBRs,are things that any competent manager could easily handle. The most confusing part is their constant international travel to meet with BDRs. It seems like a lot of time and resources for meetings that could be more efficient in other ways. One of the directors is visiting Europe currently and why? To meet BDRs.

Any managers here who can answer how management views PIP?
For the employee, PIP is a trap, you are asked to do more, more, and more, once you are out of PIP, they will ask to increase velocity to the death, once you are exhausted you are done anyway.
But how does management stay sane through the BS pretending?

Our managers love to say that we’re all in this together while handing out more work to already heavily overworked people. It’s like that old joke about the beatings continuing until morale improves. At some point you just have to laugh or you’ll end up losing it.

Management keeps hammering “do more with less” like it’s a pep talk, but all it does is make people tired, frustrated, and resentful. I’ve stopped pretending I can keep up with it and I feel bad for those who're still trying. It's not as if it'll do them any good in the long run or save them from layoffs.

Can you even picture a leadership team less inspiring than the bunch we’re stuck with? Because I can’t. Every time they open their mouths, morale drops another inch.

Poor results, no real leadership, and ethics that seem completely absent make it hard to feel proud of my work. It’s exhausting to try and make a difference when nobody seems to give a damn about anything long term. It's all about now and how can we make it cheaper. A real solid strategy we have going on right now... /s

Have worked here for the past 8 years. Employee moral has been way down since the death of one of our colleagues. This Friday it continued when they abruptly laid off 4 of the most senior employees. Tariffs and incredibly poor management hitting us hard. The TRUMP economy in action!

Every time a new manager shows up, they seem to invent a new layer of bureaucracy to prove they’re adding value. What it means in reality is endless forms, meetings, and progress reports that make the actual work harder to do. Simplicity is a foreign word to all of them.

I used to feel like there was at least some sort of plan behind the chaos, but lately it’s obvious no one at the top knows what they’re doing. We're stuck with incompetent management and until that changes, things will only continue to get worse. I miss the old FIS.

The way they handle layoffs, the lack of transparency, the way they pile work on people who are already stretched thin, and the total lack of empathy from leadership, none of it feels accidental. It’s like they go out of their way to remind you that you’re replaceable.

LE quote from the results call today

“ Well, I think we have substantial advantages because we are an infrastructure company and we are an application company. There are 2 things that happen. As an application company, we needed -- we knew we had to start generating our applications. We just couldn't do it with armies of people anymore. We still need people, don't get me wrong. But the number of people we need is substantially less. And we can build/generate much better applications than we can hand build. And we've been working on these AI application generators for some time, and we're actually using them.”

Might explain the rif. But has anyone seen these magical application generators that will replace the Fusion devs at scale and with security and zero bugs while not breaking anything on a deploy?

Anyone want to comment how we won’t miss the dearly departed staff?

Anyone else’s managers suddenly started micromanaging THE HE-L out of them??!?! No??? Just me??!! My boss straight up asked me why I’ve been away from my desk for so long because they stalked my Teams status (I put a hold on my calendar) and when I told them I had a doc appt, they asked “with who?”…. Did I really need to tell my boss I was at the gyno? Even with stupid tasks like replying to emails, my boss will Teams me and say “when are you planning on responding back to that email that just came in 2 minutes ago???” Like jeez they underpay us, ask us to come in 4 days, and micromanage? Big brother much?

I'll start by relating a bad boss story told by my WF coworker.
During conference calls one boss would regularly berate a worker including actually swearing at him. The worker went to HR who did nothing about the bad boss.
I left WF only to come back a few years later and worked near my old WF coworker. He told me after years and years of that same guy being a bad boss he was finally let go in a RIF.
How about you?

God forbid the powers-at-be consider taking a closer look at the top of the food chain to stop the bleeding. Management should cut those “leaders” who can check these boxes….

Regularly parks in a visitor spot out front because their car is too obnoxious to drive in a parking garage, exhibits superiority complex tendencies, won’t acknowledge individual contributors on their team and instead communicates through a bad game of telephone via their direct report supervisors, takes a questionable amount of PTO (not like their presence is missed anyways), prioritizes closing deals that benefit the green competitor boys across the street, and inexplicable career success that could only be due to being in the right place at the right time.

The regional and store manager are so lazy. They make it so hard to come to work everyday. They have their favorites and treat others so bad.

https://www.inc.com/kit-eaton/this-trendy-management-structure-harms-workplace-communication-a-survey-says/91233834

Fully 38 percent of survey respondents said that since their company experienced layoffs, their manager had become less accessible. This has had consequences: 30 percent of people said they’d felt less support when things were disrupted or changed, 34 percent expected they’ll lose a sense of connection and 30 percent expected decreased or zero access for mentorship and career development options.

Employees also don’t trust senior leaders, with nearly 40 percent saying they can’t get mentorship or guidance from upper management, 37 percent saying they feel unheard by the top leaders, and only 47 percent agreeing that their company leadership is “somewhat” transparent.

This paints an interesting picture of how the average U.S. worker views their management, relying on their direct supervisors while apparently distrusting upper layers of company leadership. The report quotes Firstup CEO Bill Schuh, who explained that the data show workers see middle managers as critical for “translating organizational priorities into action, clarity, and connection for their direct report.”

As companies shed middle managers, they risk losing this vital link, which can leave frontline workers feeling lost and unsupported. That discontent will likely diminish their engagement with their work, and could reduce their productivity. Meanwhile Schuh also noted that stripping managers out adds strain on their remaining colleagues. That means companies are “asking fewer managers to do more, and that simply is not sustainable,” he said. While AI is useful for handling some mundane managerial tasks, it “won’t replace the human connection and leadership that great managers provide.”

At this point, I’m ready to quit without a backup plan. I don’t understand the need for a company to spy on their employees. I’m sure their controlling energy could be used in a better way?

A reporter asked a Marine. "Why are Marines so good at what they do?" The Marine replied, "Officers Eat Last."

Yes, it is a common practice and a widely held belief in the Marine Corps that officers should eat last. This isn't a strict rule, but rather a symbolic gesture and a practical demonstration of putting the needs of their subordinates (enlisted Marines) before their own. It emphasizes the principle of selfless leadership and prioritizing the well-being of the team.

Here's a more detailed explanation:

Symbolic gesture:
The act of eating last in the chow line reinforces the idea that leaders are responsible for the welfare of their Marines and that they prioritize their needs.

Practical application:
In the field, junior Marines are often the ones doing the most physically demanding work and need to be properly fed to maintain their energy and readiness.

Leadership principle:
This practice is deeply rooted in the Marine Corps' leadership philosophy, which emphasizes service, responsibility, and putting the needs of the team first.

Beyond the chow line:
While it's most visible in the chow line, the concept of "leaders eat last" extends to various aspects of Marine life, where leaders are expected to make sacrifices and ensure the well-being of their Marines.

Not just a saying:
While some might consider it a saying, it's a practice that many Marines take seriously and strive to uphold.

I never knew this but subscribed to this philosophy for some time now. Focus on serving other versus self-serving.

I joined about ten months ago and it was great for the first six months. But lately, everything I do is suddenly under a microscope, tasks feel impossible, and I’m left out of key meetings. My work isn’t acknowledged, and my role keeps changing. Is this just how things are, or is it a sign I’m being edged out?