I've witnessed several managers openly talk about protecting themselves whenever deadlines slip or projects run into trouble. Meetings usually turn into long discussions about who caused the issue rather than how to solve it. Very few people seem willing to admit mistakes or take responsibility. It's exhausting to work in such an environment.
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@OP what can workers realistically do in these situations? I’ve found that if your boss doesn’t like you then it’s super hard to keep doing the job.
Why is T. Rowe Price a publicly traded company even though they’re an asset manager? I get the feeling that staying private—like Capital Group—might make you less likely to get fired. Is that actually the case?
@ad I really do wish this will be true. Even though things look like they’re changing, are they really?
Depends on team. Unfortunately one of our biggest stakeholder groups is staffed with two juniors who are slow as and don’t know what they’re doing. They’re supposedly the ones that do the day to day work… while the boss does don’t know what…
Understanding the cause of an issue is important so that it can be corrected going forward. Accountability is only as strong as the weakest link in the organizational structure. Old school TRP was historically weak when it came to accountability. Tides have been changing though, and I expect that it will continue to become more consistent across teams all the time. Underperformers can hide... but typically they are exposed over time in a delivery-focused organization.