We have a manager who thinks the best thing anyone can do is read Malcom Gladwell on Enron’s Open Secrets. This guy thinks he is the smartest in the room, has no idea how much people really dislike him. Never had an original thought, drinks the koolaid and talks the talk, has never created anything meaningful.
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A lesson I have learned is to identify the LL4’s personal brand (What they really do and stand for)
Then check to see if that brand aligns with the LL4’s Self promoting PR.
If these do not align, stay as far away from this LL4 as possible. Do not believe anything they utter.
There is a very small percentage of the LL4 who have a brand of excellence and service that aligns with their actions. The rest are faking it while scrambling upwards.
The same is true for other LL and LL wannabes
Mulally’s personal brand aligned with his actions.
@6moo+14XnQukZ Is spot on. They manage up, not down. They keep their LL5s so busy with assignments related to status, metrics, project summaries and special assignments that they have little time to guide their teams. As a result these assignments trickle down and keep the LL6s busy. I have worked at other companies and Ford leaders spend far less time “managing”.
Spend all your time managing above and none supporting your team. Oh and don’t think about what’s best for the business unless your superiors want you too. Pretend to care about diversity.
Troll