For me, it's having to deal with a micromanaging boss who knows less than I do but feels the need to direct my every move. It's infuriating, pointless, and only slows me down every single day.
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Working through the AES results and finding ways on what we as a team can do to. achieve better results next year.
So much that is wrong structurally - from no career path, to non-stop re-orgs to open concept sitting.
Not sure what I or my peers can do about any of that…. and it’s not that these are the same comments for the last couple of years….
Frustrating!
To train my newly-hired manager
My bean 🤷♀️
HR and knowing another reorg is coming, because it needs to since the last one had zero strategy other than cutting costs without worrying if they were cutting the right people and leaving the wrong ones. I'm okay with a reorg if it puts us on the right path, but can it happen now rather than waiting six months so it aligns to the end of the fiscal year again? We need momentum going into FY26.
Being required to come in but not being respected enough to have a desk of my own.
Knowing I have no shot at career advancement, that my work doesn’t matter, and my manager is incompetent.
And knowing a re org is coming again anyway.
Watching $ being flushed by the millions because can’t do the basics right. Order-to-cash is about being easy to do business with, supporting standards, being responsive to Customers, being accurate, automated, and accountable. Quality? Freakin’ joke. Everything is held together with work arounds and manual stuff … and we trip over ourselves so often that we look pathetic to our business partners. Process? Pfffff … not … bunch of selfish teams, unwilling to collaborate on anything. Culture? It’s not just do it … more like just don’t do anything—- roadblocks to progress everywhere. Agile? NFW…
HR.
People from other teams getting put on mine on 'stretch assignments' or because they want to 'flex', when in reality, they just don't have anything to do. I'm in ED&AI or whatever it's being called now and we've had a revolving door of do-nothing senior/lead/principal engineers who come on, take a bunch of time to get onboarded into what we're working on, then contribute nothing of substance.
Seems to be the norm at Nike these days...you must have the same "leader" as me. How long before every key stroke requires a TPS report?