Leader consistently moves my 1:1, is late or cancels. Doesn’t respond to my emails in a timely manner. Constantly on do not disturb.
Am walking on eggshells because if I speak up, I’m disruptive. I retreat and now I’m told I am disengaged.
My gut tells me my leader is pushing me out.
Anyone else experiencing treatment like this?
What my manager started moving and lying about my 1:1 that never happened it was because they had a promotion they didn’t want to give me that I was the most qualified for. The was years ago. My new team did the same thing to me but this time was a PIP when IFP was shuffling roles and hiring people during the big 2023 mix up. Anyway it’s a bad sign. I’m looking for a new job and I think you should too. Everything these people do is for a reason, they don’t just “miss” a 1:1 multiple times and avoid you cause they are busy. I’m just noticing this post is kinda old, I hope you found a new job cause I don’t want anyone to go through some of the stuff I went through like RUN.
When job eliminations continued in late December, there were alignments that just didn’t make business sense. My area reported to managers that we didn’t work with on a daily basis. Reporting relationships only, so they didn’t understand any of the work we were aligned to, the scope of the work or the complexities. After organizational announcements were made, several of us went to our managers and provided a more viable option, that based upon the work and the internal/external dependencies, made better sense than the leadership approach. We were advised that if we knew what was best, we wouldn’t question any of the decisions made and move forward. They were disappointed that this was even brought to them for consideration.
So, in short, they don’t want any questions or suggestions - they know best.
Now, they have posted 80+ positions in India, so I’m sure they’ll be able to handle all of the issues that we’ve brought up for the last few years that no one wants to address.
I’ve said it until I’m blue, you cannot report to someone who doesn’t know what you do every day. Two people can have the same role but if you’re not in the same general area the work itself is different, along with the demands.
They attempt to promote health and well being, but the teams are so overworked, it’s becoming laughable.
Not to defend bad managers or marginalize your suspicions, but I remind myself that managers are dealing with the same uncertainty that employees are lately. They've not only had to worry about FoW and layoffs, but they also have to be the sounding board for their team's concerns. I don't blame them for being less engaged and motivated these days.
https://www.thelayoff.com/post/@fdi+1r7v1Ulh
Then it's a bad culture. As one whose job was eliminated in January, I found that my manager was meeting more often with 4 other colleagues. The 2 of us that were eliminated had fewer discussions and asks of us. Less projects and no real effort to ensure we had projects.
Our team was moved to a larger team in the fall. I don't think they had any intention of keeping us. If course that is anecdotal, but hindsight of how we were 'socialized' by our manager is now very clear.
Yup. I have been experiencing the same. No response from supervisor. Canceled 1-1
Not sure how it is in other parts of the org, but I get a new manager n average once, maybe twice a year. If yours is the same, I'd say weather it out until the next one lol
Many teams at Cigna (and everywhere else) are like high school cliques. Of you aren’t part of the In Crowd, you are on an island.
Sounds like a cr-ppy manager rather than you being pushed out. I'd try to find a new role, weather with Cigna or outside of it, and base your job hunting around the MANAGER not the specific job title.
Set up a check in with your boss. Prepare for the check in and document it. Write goals for the year and request regular one on ones.
I reported to someone like this at Cigna. In order to give an update, I had to explain everything and give background history each time. She always forgot what I explained the prior 1 on 1 and I would spend more time explaining a process than giving an update. I am unsure how she was promoted to the position she's in.
I swear when I think it is just me… I come here and read stuff like this and realize I’m not alone. It makes me so sad almost depressed… I don’t feel like I can do anything correctly. Anytime I open my mouth… same thing I’m being annoying and get the brush off.
as someone else said - this is just the culture. I experience some of the things you mention.
Addition to my long response above:
I've seen and heard this happening often. New hires that don't have any 1:1s with their manager for the first eight months- which is terrible management.
Or large teams that all do the same work might have 1:1 monthly or quarterly to review stats- these are typically solid metric driven teams like sales, claims, and call centers. It's not great for forming a team bond or helping along performance and learning.
I wanted to make sure to validate your concerns. It does happen, but it's not okay. And nothing changes unless you take action.
Good luck fellow Cigna-zen :)
You could approach this directly or indirectly. Directly, you speak with your manager. Directly-1): Hey manager, I feel like we haven't been checking in regularly and I'm noticing a lag in email response. I want to make sure I'm executing on your vision to meet our teams goals. Can we meet weekly at our scheduled time? As for day to day communicating, how would you prefer I contact you? In the moment message or email? And if they say email ask, what is a reasonable time to expect a response given your work load. Directly- 2): using data: our 1:1s have been moved or canceled x amt in the last quarter. When i send an email it taking an average of x days to get a response. And then surface the same concern as above. I would gather the data from approach 2 but start with approach one. Indirect 1: Ask a trusted team mate how often they have 1:1s and how quickly emails are responded to. Note the indirect approach won't fix anything. However, if you attempt direct 1 and direct 2 and the issue is not resolved you and your coworkers (who should also bring any concerns to their manager first) could request a skip level with your director. Tell the director as a group that you brought the issue to the managers attention. Have your data ready. And say what you want to happen and why.
But talk to the manager first. And document everything.
Some managers are focused on their team, highly responsive and focused on growth. Others are not for a variety of reasons (disengaged, focused on their on projects/success, being treated as if they don't have a team and being burdened with work that should really be assigned to their team).
Start by assuming they are not aware and then adjust your strategy based on their actions.
When I was first hired, I had regular 1:1s. But once I was moved under a new manager, that ended. They haven't once had a meeting with me. I think this is just the culture here.