#management

I am curios to see the responses. During my career at State Farm I had 6 managers. Honestly, out of 6 managers only 1 of them was a decent human being. The other 5 are horrible people.

It's just a waiting room until they walk you out. Our manager actually complained that we're not invested. The only reason people didn't laugh out loud was because they need the money.

How are medical exceptions to work from home treated in regards to if there were a declared management surplus? There is a group of 25 or so US management employees where 5 or 6 of them are in this category (yes, this is still happening). Some of them feel this protects them due to "medical" but obvious thinking is the people who don't report to an office would be at the top of list when a surplus is declared. Could be legal implications? Thoughts?

Group Secretaries, honestly, seem to do a better job of keeping track of status, ensuring the details are accurate, and sending updates out to the right people on time. What value does a program manager add if they're not actively moving the project forward or addressing issues? Are they really adding more than organizing emails and meetings, or is it just a title for doing what an admin assistant could do with a little extra responsibility?

Our management seems to think there is an infinite talent pool and they can just keep replacing everyone with equal or better quality workers at a moment’s notice. Someone should give them a clue.

Managers, were you actually blindsided or is that just the line?

Cognizant is going to lay off up to 20% of the USA workforce in favor of moving roles to offshore. Going to happen in next 6-8 weeks. They will replace roles with entry level. Management pyramid is starting to look real skewed.

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Hearing 15-18 for managers and 7-9 for directors. Is that real across orgs or only in certain lines?

I wanted to share a concern that was recently brought to my attention. I spoke with someone who said they had conversations with people at Light & Wonder, and they described a perception that certain upper management employees are highly compensated while contributing very little on a day-to-day basis. Specifically, it was mentioned that some individuals in senior leadership roles allegedly come in only when they choose, spend a short amount of time socializing, then leave while earning substantial six-figure salaries.

As an employee working on the production line, I can say that many of us work extremely hard every day to support the company’s success. It is frustrating to hear these kinds of comments and perceptions, especially when frontline employees are putting in consistent effort.

I hope leadership takes a close look at management structure, accountability, and whether certain high-level positions are truly adding value. In particular, it may be worth reviewing legacy Bally Gaming leadership roles to ensure fairness, efficiency, and alignment with the work being done across the company.

The products are outdated. Technology is outdated.
The technology managers are useless, pretty much id--ts.
The management has no intent to develop innovative products.
The intent is clear to get rid of all the onshore employees. Let the offshore employees keep the operation running till some other company (like Visa or FIServ) buys in bits and pieces.

It’s convenient to blame engineers at every level, but management seems to operate in a different accountability universe—one where failure has no real consequences.
At the LL6, LL5 level and above, you see the same pattern of weak, indecisive leadership repeating the same mistakes quarter after quarter. There’s little ownership, no urgency to correct course, and no visible standard for performance. Yet the paychecks keep coming, funding comfortable lifestyles that appear completely detached from the results they deliver.
What’s worse is the revolving door. Ineffective managers get swapped out, only to be replaced by equally ineffective ones. Nothing improves because the system itself tolerates—and even rewards—mediocrity. It’s not just an individual failure; it’s structural.
At that point, calling it a product-driven organization feels dishonest. It looks far more like a closed circle protecting itself—an insular social club that talks strategy but consistently fails to execute anything of real substance.

How hard they are trying to find people to get rid of. Multiple ways of tracking the same work, how often you're moving the mouse, clicking, and typing. Whether your work can be replaced by a push-button workflow.

Capitalism is showing just how ruthless it truly is.

I recently resigned because my lit job started to feel like I was at Allstate or Geico. Upper management micromanaging has reared their ugly head and begun making life miserable. I wonder how much worse it will get

Oh, we finally got ourselves a middle manager, after over a year of blissful independence, purely so someone could tick the “yes, we have one” box. Never mind that our team handles complex fintech systems with intricate backends and high-risk frontends; our new overseer couldn’t tell you what tech stack we use, how we build, or how anything actually gets shipped.

Instead, we get endless lectures about “empathy” and “psychological safety,” followed by mandatory meetings that accomplish nothing beyond recycling the same tired talking points, while our actual work quietly piles up. Real contributions? Nowhere to be found.
What makes it even more impressive is that about ten years ago, they were in food service, and somehow parlayed a string of small-company roles and a questionable degree into a banking position they seem wildly unqualified for. It’s less “career growth” and more “failing upward with confidence.”

My coworkers have already figured out how to play along and stroke the ego when needed. I just don’t have it in me. And to top it off, the complete lack of effort in their presentation only adds to the whole secondhand embarrassment of being professionally associated with them.

Conway management threatening employees with handling if the don't get ridiculous yard repair number. Being told to replace parts unnecessarily just to hit the numbers. Any other locations pushing this? AAR/FRA?

The amount of people doing d-mb math trying to "calculate" a 60% in this forum is both hilarious and worrying. Maybe it's because of then we all have to go back in. Gotta micro manage their excel sheet formulas lol

I have never seen a more chaotic and poorly managed business in my long career. Letting go of some of your best and hardest working people never ends well. If the Board and CEO were trying to streamline the company, they failed miserably.

My advice: Bring back the good, hard-working people who were let go and fire the CEO.

Too many people think complaining online means they have done something to fix a problem. It don’t. It will make you feel better for a little while, but not make change. Remember, rich people and shareholders don’t care about you. You’re a tool to be used until you are worn out and then thrown away. If you die, they don’t care. In fact, dying quickly is the wanted ending. So, how to protect yourself and other workers? Start forming a union. Google the communication worker unions. Google how to start a union. Google success and failure stories. Make contact with union reps. No rich person will pay you your value or respect you and the only way to get those things is to act as a large group. Remember, 5 day workweek, vacation, 8 hours a day are unions. And stop electing people who get paid by rich people to sc--w you.

Start discussing salary with other workers. Management hates it, but can’t stop it. You’ll find out how sc--wed you really are. Don’t get mad at people making more, get mad at management.

Do something. I am.

Given all the cuts, do we really need two chief network officers (wireless and wireline)?

Seems like they created a job for someone who was complaining. Just saying.

What are your thoughts ?

They are not worried about being out of compliance for years. The only thing that seems to matter is getting their scorecard to look green and protecting their bonus. It is a bunch of fat cats running the place into the ground, then moving on somewhere else to do it again.

Managers spread too thin across dev teams become unavailable for decisions needed to proceed to next steps.

So developers wait a week for a standup to escalate a decision, which gets skipped by the spread-thin manager delaying resolutions further.

and the beat goes on slowly… until the team is dissolved.

Nothing gets done. Priorities change by the day. Projects launch and die overnight. Key people vanish without warning. Managers are overwhelmed. I've completely checked out. No more goal-oriented work, just treading water. And I'm pretty sure most people are doing the same.

I mean, it's very easy to blame bootlickers, M5s and above, but overall it doesn't seem to add up. If I am being objective about it, I have not seen anyone extraordinarily good being laid off, ie, I was not shocked on hearing about someone. Sure, everyone claims they toiled long and hard, but only they know the truth.

But at least we have ‘agentic‘ nonsense and a falling stock.

That call could have gone worse. No idea how.

I read post on this site often about what a manager can and cannot do when it comes to hiring, firing, RIF, salary, bonus and remote work. Here is my direct experience in no particular order of importance. I retired over a year ago and am receiving my pension, so can freely write this. I know some things have changed in the past couple years, since my retirement but most of this was true in the early 2000's when I started at hBBT and is will be true forever at Truist.

1- Managers have the final say on who is hired. However, I never hired any FTE that the people that I manage did not approve of first. i.e. The candidate had to pass the team's interviews and I would have the go-ahead from my team before any offer was made.

2- If you don't get all the salary you can get upon initial hire, chances are you will never get to a salary of a newer hire. i.e. 99% of all new hires are paid more salary than experienced FTE, given the same pay grade. see next item...

3- It is nearly impossible to get more than a 10% salary increase and stay within the same paygrade. To get a real salary increase you have to get paygrade promotion and then the salary increase is capped at 20% increase (promotion) unless we managers can get a Level 3 (L3) (this was CTO level approval in my mgmt chain) to approve...which is almost impossible. If the original salary is so low that the paygrade promotion forces the new salary to be more than 20% then L3 has no say so; they have to approve. Prior to my retirement I got overy half of my FTEs a paygrade promotion and/or up to a 30% salary increase with the smallest salary increase 12%. I had 2 of the FTEs get a two paygrade promotion...from 109 to 111. Hence, it can be done, but most managers are spineless and will not even put for the effort to do so. It took me over 12 months of asking, begging, paperwork, more paperwork, arm twisting, etc.

4- AIP, yearly bonus, are somewhat decided by direct managers. We were given a bucket of money and would allocate a certain percentage or amount to each FTE that was AIP elegible. The higher the paygrade to more amount of bonus was allowed. The higher the performance rating the more bonus amount was allowed.

5- AIP allocation could be and was overwritten by the CTO at his whim. You may have heard stories from a couple years ago of the current CTO stating "It's my money and I will do with it what I want". Yep! it is true. I was there when he said it. i.e the CTO would go in at the last minute and take money from our buckets and give to his teacher's pet people with no regard for we manager. We had NO say so as direct managers. I fought that battle with a previous CTO (not the current CTO), anyone remember Eduardo J?, and HR and lost.

6- HR is not your friend. They tow the company line and will, virtually, stab you in the back while giving you a reach around. Never trust anyone from HR with anything. SERIOUSLY!

7- RIFs are 90% pre-determined. Someone/some group above a line manager is making the decision on who gets RIFed. It doesn't matter your performance, your time in service, or your salary...if someone wants you gone, you will be gone and there is little a line manager can do about it. You are nothing more than a line on a spreadsheet when it comes to RIFs. More on the next item.

8- Line managers do have some say on RIFs...if they put up a fight. In a round of RIFs in 2024, I was given a list that ~45% of my FTEs RIFed, roughly 11 of 25 people. I fought that tooth and nail and got the number whittled down to 5 that were RIFed. I was told by HR, "Your group will have some RIFs. You are not exempt". I picked those 5 names because I knew they could get a better job elsewhere and quickly. It was still a VERY hard decision for me to make. Of those 5, three ended up on a contract doing the same job for more salary, 1 was rehired 6 months later, and the last one moved on to a new company.

9- Take your vacation...every day of it each year. There is nothing that you are doing that can't get done by someone else. You are not the glue holding Truist together. Take your sick days also. Use it or lose it. They are your sick days and there isn't a darn thing your manager or HR can do to keep you from taking your given sick days. If you have a real good manger, be honest with him/her on sick days. Tell them that you need a couple days of sick time as a break from Truist. Good managers will understand. POS mangers will hold it against you and question you and demand a doctor note for every 5 minutes you are away.

10- Lastly, If you have a good manager, you know it. They will do what is right for you...not for them. They will fight for you and your livelyhood at Truist. Most managers are self-serving douch bags that only care about CYA and using you as a stepping stone.

P.S...DO NOT let Truist run your life. It is only a job. Your family, your physical and mental health, your life are more important.

TGS leaders sing songs about the need to to drive technology in support of the business but in reality all that they do is working in their individual interest and making sure they milk the company as much as they can. All of this is just empty words because the moment you try to push things forward it'll get squashed because change disrupts the status quo which was carefully built to work for the folks who built it. What a horrendous way to lead.

Lots of people speculating that Lead positions will be almost non-existent and Managers will have huge teams. Any substantial information there?

Manager favorites and ego strokers enjoy the gains !!

Seriously? We keep losing people, the amount of work stays the same. Mgmt just keeps asking for more and I am at the point where giving up is the only option I have.

All I ask is why? why are people still completing this and participating in this pompous management scheme? They don’t care about employees so why are you still participating in their bull cr-p? All it does is placing a target on your back to be RIF’d next.

Taking Million$ while delivering nothing. Best seller coming to a E- bookstore near you.

Carrot + stick + fear + metrics” = control-based management Transparency = trust-based management

I usually have my 1:1 every other Wednesday. My manager schedule 1:1 for tomorrow. Should I be concerned?

Not surprising that management missed the mark big time again.

Anyone else think that?

https://www.businessinsider.com/ford-ceo-jim-farley-chinese-carmakers-entering-us-devastating-2026-4

Can't make this stuff up.

"Tariffs are bad! Oh until they can save us from the Chinese OEMs!"

A joke. Until Farley onshores all manufacturing, design and IT, the government should give him the middle finger.

Not sure who needs to hear this, but acting like you run the place when you don’t is getting old. Constantly trying to manage everyone, inserting yourself into things that aren’t your responsibility, and acting like you own the company isn’t helping anyone—it’s just annoying.

Also, you’re not the locksmith. Stop changing things, controlling access, or acting like everything has to go through you. It creates confusion and makes it harder for people to actually do their jobs.

Focus on your role, do it well, and let everyone else do theirs.

Long story short: Our location out performs Portland and especially remote Tempe employees by miles. Everyone knows this including leads and managers. They just don’t do anything about it because the environment simply put is “someone else will do it.” - very bad perspective, but it’s true. They don’t address the lazy people because at the end of the day the job will get done.

During our team meeting today the last remark was “accountability.” Which I thought GREAT! I have literally been bringing this up to management for MONTHS. However it took a turn when it was directed towards us…. The at/above performing location. Followed by the typical avoidant manager phrase of “you each need to hold yourself to high standards.”

Basically what I got out of it is “We know people aren’t carrying their weight. So that is why we are expecting all of you to carry it for them.” What in the clownery is this work environment?

Curious if anybody else works on the weekend and isn't seeing it reflected in the time tracking. I don't work weekends regularly, but need to be in the office for certain software changes/deployments. I've, with my managers acknowledgement, treated this as part of my RTO days, but now I'm out 2-3 days what was previously shown.

Head of mobile business reassigned?

All we do is new marketing brands