#management

I keep seeing G2 in this board. Please give me some hints or at least the initials of their name.

Since Extreme might be acquired by Cisco, I need to get used to the Cisco message board!

I'm an NCG who just started at the Training Institute (TI).

What's the likelihood that I'll be a manager or supervisor within six months?

You either have minimum 5 direct reports or none in the new org. For example, if you have 3, and you are still working in the company, you are either getting more or losing them all.

We are hearing some got promotions and some are told you will be part of the next laylof list as a good will by some managers

Well I tell y’all what. I been let go... sorta. These fers come at me with a lower role after they done moved my meetin TWICE already. Reckon the other 2 they offered it to said peace out bichs lol.

So they look at me all sweet an say “now dont ya wanna take some time an think about it?” I said hoss, I been thinkin bout it for 5 dang years cuz you dun pull this same mess evry fn year. Where do I sign?

They said theyd send me the paperwork. I said naw, y’all take my verbal as my signature, fers. I’m fixin to git on outta here.

An I tore outta that parkin lot like a bat outta he-l. YEEHAW!! See y’all on the beach. F YEAH!!! 🤠🏖️

Soo many mistakes are being made by Corporate. Our policies are so different and should have NEVER been moved to the new Platform. We worked our souls for this company and this is what we get!!

This company no longer operates like a professional organization. The most capable leaders have left, and the remaining management is looking inward to hire their own consulting services. Gainwell is a complete mess

Does it have to be only managers who can fail up? Is that a rule or something?

Seriously, “Decision Intelligence Director”??
It seems like for every one blue collar job posting there are 12 bs office postings.

Pizza guy - CRO for Global Enterprise

Used Car Salesman - CRO for Business Markets

Muppets Swedish Chef - Chief Product & Marketing Officer

Flounder from Animal House - VBG CEO

Anyone else?

Workplace Excellence has been in place for awhile now. Has anyone seen any improvements after putting in a request on the site?

They say a lot of things, but I am curious if there have been any actual action behind them.

Did any other officers in RISK/FRAUD get pulled into meetings with their manager today about manager changes?

On a scale from 1 to 10.

I hope when all of this goes down Aetna takes a good hard look at the multitude of layers of management. My friend is a lead director. Ready for this? Above her- AVP, VP, Sr. VP, EVP & COO, EVP & President, Chairman. I mean seriously what do the 4 layers above her even do?

Hi folks.
I've always heard (but never seen proof with actual numbers) that it's absolutely possible, and actually quite common, that higher grade AEs have a higher total compensation than their own managers (usually Senior Manager levels).

I was wondering if such a dynamic can happen also within Inside sales, with more senior ISRs/ISAEs having a higher TC than their Inside Sales Managers (who are on "manager" grade, not "senior manager").

Some said it's possible, but from what I know Inside Sales have a pretty rigid compensation plan, with almost no margin to negotiate, so it sounds very unlikely to me.

If someone has figures (also in %) comparing ISM/ISR compensation ranges it would be very interesting, since I've always been curious to understand what the delta is between an IC and manager position within the same org and level.

Is it just anti American to unionize or the retaliation from employer towards those who organize is the fear?

I am new to this job but I want to understand why with so much dissatisfied/ disgruntled employees posting multiple times a week about how burnt out they are, why aren't they taking action?

Is it about the litigation costs? I would like to see Fidelity management prove their claims of increased collaboration in a courtroom in front of an objective judge. Or is that not even grounds for a trial? I don't even know, I am so confused.

All I’ve heard is Gibbs is destroying everyone and heritage Product Solutions managers are micromanaging and pushing out the Upstreamers

Do managers know when the next layoff will be and who will be impacted ?

but instead of removing nepotism and cronyism, he has amplified it because the leaders who got pushed out were the least "protected".

Just look at who's in the calibration room when it's promotion time for this performance cycle. This company is rotten.

This company wastes everyone's time with its low ball offers. They act like people are willing to move half way across the world to a country with a totally different culture and then risk getting blown up by missiles for the same wages or lower than the job would pay back home. Even if I were unemployed, I would think twice before accepting this. Aramco keeps doing this delusional s#^t because management is completely out of touch and no one pushes back. At least posting these offers allows potential candidates to know what salary they are likely to get before they waste hours of their time applying and going through interviews. Many companies post salary ranges for a job to avoid this kind of problem, but I guess Aramco thinks it won't (can't) be held accountable.

20% off the top? Verizon can easily get there by rolling back a fraction of the layers of band 5+ fat built up without touching anyone else. Ever hear of a corporation whose CEO gets axed and is not followed by their disciples? Verizon continues to be saddled with way too many unnecessary SVP's, EVP's, VP's, AVP's, Sr Directors, Directors, etc. It's absurd. And the VZ board needs a slap for allowing it. Bertolini needs to be shown the door. Perhaps a trip to the Verizon annual meeting for an employee presentation of what’s really going on is needed. Any middle manager who threatens a report with "get on the bandwagon or leave'' needs to be reminded – uh, excuse me – “you’re actually the cause of this – and the target.”

I'm getting pretty tired of the games management plays. They sell you on some big project or exciting change, making you believe it's an opportunity to prove yourself and move up. In reality, it's often just a way to squeeze more out of you while their favorites are quietly positioned for promotions. You're told that taking on more responsibility, expanding your scope, and delivering beyond expectations is what it takes to get ahead. So you work yourself into the ground, believing the promises. Then a year or two later, promotion time comes, and the same favorites get rewarded. At some point, you realize the game was never fair, and the hard work was never the deciding factor.

Over the last couple years I found that mgmt here has decided they would rather use human capital or other headhunters to place sub-par people into upper mgmt roles than to take employee suggestions on who might be a good hire.

We have gone external for a lot of role - and not a single external hire has been impressive but they all get paid more than internals.

Like of course a head hunters firm that gets paid on placing candidates in your shop will tell you everyone walks on water other than your own employees….

What is this thing of departments having a revolving door of people coming in and going out in a matter of weeks.

Why nobody holds them accountable of poor judgement, biased hiring and dragging everyone down with their poor decisions.

What is this sh*t of "people's person" over technical skills too. Wasn't this hellhole supposed to be an engineering and science hub.

Stupid people with pseudo degrees in everything but oil and gas, I'd guess.

If you work for one of the smaller gp owned subsidiaries, do you have a president at your company who is an active participant in the company and checks in with dept heads?

I’m at a subsidiary and it feels directionless and other upper management folks are making decisions for our company that don’t seem to make any logical business sense

Are any of you experiencing the same thing ?

If any manager has experience, please let us know what you are looking at the most and what happens if you have attendance issues on your team

What is the true purpose of appointing an interim lead if the decision ultimately inflicts more damage than stability on an organization? While interim positions are theoretically designed to keep the ship steady during executive transitions, inserting an under-qualified placeholder into a highly specialized function often backfires. Instead of seamlessly bridging a gap, it frequently breeds confusion among staff, undermines trust in department leadership, and signals to the rest of the company that the role’s actual expertise is secondary. When a placeholder lacks the deep operational domain knowledge required to guide a team through ongoing budget cuts and structural shifts, it raises a fundamental question for anyone watching from the inside: do interim positions genuinely serve a strategic purpose, or do they inevitably cause more harm than good?

We all got the email and I know this is a d-mb question but what Band levels do you all think will be most affected? Some say middle management should worry, others argue it’s going to be the regular workers (Band 1 and 2) this time. I theorize it will be a mix of everyone.

It has been proven a million times over that managers begin to get strategic about who they let go and rank, not on honesty at that moment, but on giving themselves wiggle room for future cuts. Some low-performers get kept for future cuts to save current mid-tier players who will be lower in the future. Some good but difficult members get culled under the guise of a ranking. It does not work.

ML loves them

So here we are

What the he-l happened to Service Costing, Marketplace vendors, VMO, AI Competitions and all the other BS they used to subject us to?

We have the same EMT but suddenly they realized all those things don’t matter? WTF did we waste so much time on them? All that time could have been better spent preventing MI’s.

Who is accountable for the lack of judgment?

It seems like it is difficult to terminate to mod level managers, Senior mgrd or directors.

Does HR look at how much turnover there is under a manager? We currently have managers with one or two reports. Why even keep them here for that?

My SVP has about 600 directs. There are way more senior directors and managers than actual employees who do ALL the work. I’m not exaggerating. I’ve just spent an hour on teams browsing the organizational structure and I’m in shock.

Only the employees (analysts, consultants) got laid off in the recent layoffs in my org, not a single director or VP btw.

One of the senior directors had 7 directs, she has now 1. Her direct is also a director. I know them both, they spend whole days on meetings providing amazing “insights”. All the meaningful projects they were involved in are long dead, because employees are gone.

Amazon is implementing a new round of layoffs affecting management positions. A total of ninety-five jobs will be eliminated across various locations. Two of these positions are located in Pasco. Employees were notified in early September and will depart by early December or late January. The company is offering severance and other support to affected workers.

Pasco, Washington

https://www.tricitiesbusinessnews.com/articles/amazon-layoffs-affect-pasco-operations

If you’re from PI brace yourself the president from SM specimen management from flks is coming to a screen near you and she will destroy everything in her way .. all I can tell you is SM is celebrating her exit ..

201 types of managers. 47 meetings. 19 approval chains. 12 PowerPoints.

1 technical guy doing the actual work. 💀

1. Engineering Manager
2. Senior Engineering Manager
3. Software Development Manager
4. Hardware Engineering Manager
5. Technical Manager
6. Systems Engineering Manager
7. Infrastructure Manager
8. Cloud Engineering Manager
9. Network Engineering Manager
10. Security Engineering Manager
11. DevOps Manager
12. Site Reliability Engineering Manager
13. Quality Assurance Manager
14. Test Engineering Manager
15. Release Manager
16. Configuration Manager
17. Product Manager
18. Senior Product Manager
19. Group Product Manager
20. Technical Product Manager
21. Product Operations Manager
22. Product Marketing Manager
23. Product Development Manager
24. Product Lifecycle Manager
25. Product Portfolio Manager
26. Project Manager
27. Senior Project Manager
28. Technical Project Manager
29. IT Project Manager
30. Engineering Project Manager
31. Program Manager
32. Senior Program Manager
33. Technical Program Manager
34. Engineering Program Manager
35. Global Program Manager
36. Strategic Program Manager
37. Transformation Program Manager
38. Portfolio Manager
39. Delivery Manager
40. Technical Delivery Manager
41. Service Delivery Manager
42. Agile Delivery Manager
43. Scrum Manager
44. PMO Manager
45. Operations Manager
46. Business Operations Manager
47. Technical Operations Manager
48. IT Operations Manager
49. Network Operations Manager
50. Cloud Operations Manager
51. Data Center Operations Manager
52. Security Operations Manager
53. Sales Operations Manager
54. Revenue Operations Manager
55. Customer Operations Manager
56. Customer Success Manager
57. Customer Experience Manager
58. Customer Support Manager
59. Technical Support Manager
60. Customer Service Manager
61. Customer Engagement Manager
62. Customer Relationship Manager
63. Customer Escalation Manager
64. Customer Advocacy Manager
65. Account Manager
66. Key Account Manager
67. Strategic Account Manager
68. Enterprise Account Manager
69. Global Account Manager
70. Partner Account Manager
71. Channel Account Manager
72. Sales Manager
73. Regional Sales Manager
74. Territory Sales Manager
75. Enterprise Sales Manager
76. Inside Sales Manager
77. Business Development Manager
78. Partner Development Manager
79. Channel Development Manager
80. Alliance Manager
81. Strategic Alliance Manager
82. Vendor Manager
83. Supplier Relationship Manager
84. Procurement Manager
85. Supply Chain Manager
86. Logistics Manager
87. Inventory Manager
88. Manufacturing Manager
89. Production Manager
90. Facilities Manager
91. Workplace Manager
92. Office Manager
93. Administrative Manager
94. Resource Manager
95. Capacity Manager
96. Workforce Manager
97. Talent Acquisition Manager
98. Recruitment Manager
99. Human Resources Manager
100. People Operations Manager
101. Talent Management Manager
102. Performance Management Manager
103. Learning and Development Manager
104. Training Manager
105. Organizational Development Manager
106. Change Management Manager
107. Employee Experience Manager
108. Employee Engagement Manager
109. Compensation Manager
110. Benefits Manager
111. Payroll Manager
112. Finance Manager
113. Accounting Manager
114. Financial Planning Manager
115. Budget Manager
116. Risk Manager
117. Compliance Manager
118. Audit Manager
119. Governance Manager
120. Legal Operations Manager
121. Contract Manager
122. Commercial Manager
123. Pricing Manager
124. Revenue Manager
125. Marketing Manager
126. Digital Marketing Manager
127. Content Marketing Manager
128. Brand Manager
129. Campaign Manager
130. Growth Marketing Manager
131. Demand Generation Manager
132. Field Marketing Manager
133. Events Manager
134. Communications Manager
135. Public Relations Manager
136. Community Manager
137. Social Media Manager
138. Data Analytics Manager
139. Data Engineering Manager
140. Data Science Manager
141. Business Intelligence Manager
142. Database Manager
143. Data Governance Manager
144. AI Engineering Manager
145. Machine Learning Manager
146. Automation Manager
147. Innovation Manager
148. Research and Development Manager
149. Strategy Manager
150. Corporate Strategy Manager
151. Business Transformation Manager
152. Digital Transformation Manager
153. Process Improvement Manager
154. Continuous Improvement Manager
155. Knowledge Management Manager
156. Incident Manager
157. Problem Manager
158. Change Manager
159. Service Management Manager
160. IT Service Manager
161. Service Desk Manager
162. Escalation Manager
163. Crisis Management Manager
164. Business Continuity Manager
165. Disaster Recovery Manager
166. Information Security Manager
167. Cybersecurity Manager
168. Identity and Access Management Manager
169. Vulnerability Management Manager
170. Threat Intelligence Manager
171. Privacy Manager
172. Enterprise Architecture Manager
173. Solutions Engineering Manager
174. Solutions Delivery Manager
175. Customer Solutions Manager
176. Technical Account Manager
177. Customer Adoption Manager
178. Customer Onboarding Manager
179. Partner Success Manager
180. Partner Operations Manager
181. Regional Operations Manager
182. Global Operations Manager
183. Cross-Functional Program Manager
184. Stakeholder Management Manager
185. Executive Operations Manager
186. Strategic Initiatives Manager
187. Business Planning Manager
188. Organizational Effectiveness Manager
189. Corporate Development Manager
190. Integration Manager
191. Merger and Acquisition Integration Manager
192. Global Services Manager
193. Professional Services Manager
194. Managed Services Manager
195. Consulting Manager
196. Implementation Manager
197. Deployment Manager
198. Migration Manager
199. Transition Manager
200. Relationship Manager
201. Sales Enablement Manager

Fake metrics
Fake conference calls
Fake Dispatches to make up my day so my supervisor meets his numbers
Fake busy work because our side of the business is dead

Counting down the days. Tick tock tick tock.

Whenever management runs out of ideas, we're told to squeeze more work into the same hours with fewer resources. I'm sick of being expected to compensate for their sh-t decisions.

A couple of posts appeared here on Monday stating there were HR meetings with managers that afternoon.

It's two days later. Does anybody have any knowledge on these meetings? Did they indeed happen? Any inside knowledge on what exactly was discussed?