This doesn't happen always, but so far I've noticed twice in several years that managers who made significant missteps, one of them a rather expensive one, were rewarded with promotions. How and why does this happen? I don't know that they're related to anybody in the C-suite, so it's not the usual case of nepotism.
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We need more people like TK. She is an awesome female executive.
I am a female executive, but I don't see enough female executives in the corporate world. I believe DEI is good for protecting women, and we need more female executives.
@phz+1rx9s20P another DEI unqualified blabbering through meetings and producing nothing but grievances. Irony is even if you are decent, everyone will still assume you got the position based on filling a quota. DEI is inherently r-cist, it assumes that if you are not wh-te you need to be raised up by wh-te libs or grievance mongering non-w's because you are inherently inferior. Good luck in your DEI death spiral.
@2ylo+1rx9s20P So true. If managers are "coaching" subordinates they feel useful & get ego gratification, plus the the person coached is not deemed a threat. High performers that don't need hand holding as not trusted here- too "threatening".
The real answer is the Benjamin Franklin effect. Though it seems counterintuitive, if you help someone out of a difficult spot, you start becoming invested in how they grow. You check in on them more and start rooting for them. The squeaky wheel gets the grease, and high performers who have always just performed well get taken for granted.
I say this because I was encouraged to apply for a higher role a few months after I was called in for coaching. I had a formal sit down meeting with management and we went over the situation. I explained my point of view and even though I was at fault, my manager and I became more candid with each other after that. They were impressed with how I handled myself, and checked in with me more regularly and was up to date on my work flow.
This isn't always the case, if you throw a little bi--h fit when you get called in and coached this repertoire won't develop, obviously.
Rewarding is sending a message that you can’t and shouldn’t complain because management will always protect managers.
A lady once made and accusation about me and I got promoted and she got fired. I have been promoted twice since then and well let’s just say her contingency lawyer was no match for a well known law firm.
I’m my group if there was a severe break in procedures they’d put the manager of the group that messed it up in charge of fixing it and designing new policies and procedures for the procedure they messed up. And of course the manager isn’t familiar with actual procedures or how to actually perform the work. You can imagine how that went.
Fact, in 2021 (last year they published it), ~81% of all promotion were not white males
Fact, in 2021 the population distribution of the USA was 68% non white males
Conclusion: being a white male and getting promoted is very hard to do (32% fitting into 19%); or put another way, all else equal, a white male has a 65% chance of getting promoted at the bank compared to any non white male.
All insecure white dudes filled with fragile masculinity. A boys club (of pano-chas).
I once had a very good manager, and her manager was also a good Sr. manager. Both of them were constantly attacked by their political adversaries because they refused to play politics. Now both of them are gone.
They have godfathers and godmothers always shielding them and advancing them.
It's all who you know.
WF is one of many companies that never reward on actual performance/value. The reason is that the bank doesn't put much value in a professional and semi-autonomously operating HR department. HR is all about grayness and templating things. There is no system or enough resources in place to track employees and allow those critical 1:1 future-state conversations about opportunities and what it takes to get there.
This is one of the top fundamental problems at the company and it absolutely can provide shareholder value when it is addressed.
In the mean time, if you want to move up in the company, push aside whatever pride or honesty or work ethic is inherent to you. Play the game.
I don't play and call it like I see it. Maybe at another company the game is worth a try, WF is just so uninspiring, difficult to want more knowing only more of the same blahness awaits.
Brown nosing shallow and uninformed bosses goes a long way.
@ulx+1rx9s20P, DEI includes LGBTQ, not just the race. If not DEI, it's usually political connections.
@eqn Both white, one man and one woman. DEI doesn't explain it.
Political connections. That's what matters most around here. Secondly, the DEI factors. Your actual merit doesn't mean anything. Those favored ones don't even go to prison when they commit crimes, but they throw their unfavored ones under the bus.
@eqn+1rx9s20P - right! Like the guy who never did anything but got the promotion over far more capable people. And the guy who was the epitome of mediocre and somehow became a director. Oops, my bad. Those were white dudes
DEI Tokens?