Managers vs. Supervisors in Ops Risk?

Tell me a good story...Does anyone in Ops Risk have a good manager and or director? I mean they actually do the job of managing, not just a cool "manager" that leaves you alone and gives you a nice bonus.

Can't say I have seen any managing, coaching, strategic higher-level leadership all things I would associate with a "manager", or even a director. Most don't have a technology, or even a risk background, just political skills and affable. I do see lots of supervisors making sure RTO is addressed, training is taken care of. Most employees do their own evaluations, but no real strategic leadership, just tactical activity around making themselves look good and staying off a report. I bet the company could save a boat load of money if they downgraded these individuals based on what they actually do. I pasted a working definition below.

"Managers focus on determining 'what' it is their unit does (i.e., purpose, function and roles) and in doing so in a manner that furthers the organization's larger goals. Supervisors are focused on day-to-day operations of 'how' to implement management's decisions in their unit through the work of subordinates."

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There's no good managers because they are micromanaged. If I have a team and one is truly an 'exceeds', i'm told to reduce it. I lose trust with that employee and then they go from top performer to quiet quitter and I can't do anything about it. So yes, we are all bad managers.

There is no such thing as a good manager in this sh&t hole

As a Manager, the priority for candidate selection has been external DE&I remotely qualified. We do not hire qualified first.

@1hxq+1mF4ZUEw Charlie even said it in a townhall....there are not many qualified DE&I candidates. Then after that, all of the sudden everyone hired is DE&I? Please

Was a manager. Was.

Guess what happens when you try to do the right thing?

I've been lucky to have some good managers over the years but very few have done anything in terms of development. usually that was always up to me to push them to help sell me to get to the next level. my manager now can run circles around all them, really values employee development and is going above and beyond to push us to create development plans and hold us accountable to them.

@gtb+1mF4ZUEw...so only white guys can be good managers? Because from I am sitting Wells has an issue with qualified managers or managers doing the work of managers instead of babysitting and seat warming. DE&I did not create the problem of poor management at Wells.

@gtb+1mF4ZUEw my observation as well. Well written

I worked, past tense, for a great manager/director in Technology Controls. In fact, there were, again past tense, several great managers/directors. Great in the sense that they did provide mentorship, helped the employee to obtain 'exceed' level ratings, added to our own self ratings, engaging, valued the team and rewarded for success, and fought for the employee. The DE&I senior that was hired external (still there) only wanted 'yes men'. There's only so much a manager/director can do if you have a kiss@ss senior. 3/3 managers/directors left or retired. The DE&I senior hired two DE&I unqualified Directors, one of which was promoted less then 6 months prior. Morale is gone and productivity is in the toilet. But all the DE&I people remain. I do the least amount possible and on WFH days, I spend it in my art studio.

I can think 2 that are truly top notch in US Ops Risk. Both are female and both work hard with and for their teams. Both are unfortunately overwhelmed from Exec directives pushed on them.

Not sure where your definition is from but WF has primarily Managers and Directors as roles in Ops Risk and not “supervisors” …. With that, the definitions you posted are more in line with Director and Manager for WF.

Thread regarding Wells Fargo & Co. layoffs

Managers vs. Supervisors in Ops Risk?

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