Stunning to see head of sales in America attending all holiday parties for each office. However hardly to see her going client meetings. Shame if we ever see a change in sales after what HS did there for couple of yrs. You get what you get when attention and people in charge doing things based on DEI program and not actual performance.
Head of Americas product of CFO focusing on anything but sales. Fake as F too. Post on LinkedIn pix of zero contribution!
Analytics team went after them because of the plan they were trying to break up specialists ushered by Americas and CRO. All went down with the stupid merge of CTS & Analytics and then vicious take over of specialty teams in Americas through Customer Success Bullsh-t. This was only done in Americas as other regions were against it. Obviously that backfired on them big time
Power hungry best way to round it up. Person divided all teams and individuals and shattered the trust & foundation that took years to build
I dont want 1-1s. I dont want to have skip-level Meetings with you. I dont want to share my feedback so that can get back to HRBP. Employees are unhappy in Americas and there has to be a change. Ask sales, consultants, specialists, products.
CRO (GS) - make a change or performance will get worse. I won't lift a finger doing more until this leader is in charge is gone. I have had enough of fake smiles and sh-tshow in the region. You are promoting this behavior if sit back and do nothing. Take a poll to get an honest feedback
I was in the room with a few leaders when a senior FDS member quoted broadly how he hated the ex-CRO, suggesting she was possibly the worst thing to have happened to FDS. I remember feeling jaded at having heard that, almost wanting to defend the ex-CRO despite being several levels below in the management chain. 18 months later, I respect that senior leader for being honest. He spotted her bullsh-t well before others did. I dealt with the ex-CRO a few times and cannot highlight enough her arrogance despite her ignorance. She made decisions without seeking any input from the direct management to assert her authority. When the decisions bombed, she started to micromanage further without having an iota of understanding of context on the ground. She believes in “selling the dream” without understanding how to sell or knowing the dream. Her stupidity cost us talented people. Let’s not even talk about how Analytics made a fool of her and the Americas sales head.
Current CRO won’t do didly squat. That’s still better than the damage the ex CRO did!
To the mostly women leadership in APAC who the America’s Head of Sales coached and mentored, wake up and smell the coffee. Get off your high horse. Collaborate instead of bulldozing those who are different. A special shout out to the head of consulting; you can find a flaw in everything and everyone, it doesn’t make you better than the rest. It confirms that you are a bitter misogynist we’ve had the misfortune of working with.
The stupidity in my region is that the sales manager mimics the America’s head of sales, as she was her sponsor and handed her the WBRG lead role. This woman, along with her two partners in crime( also women) have made life difficult for anyone who thinks differently from them. While they are meant to sell, their primary occupation is planning DEI events and sales offsites.
One bad apple spoiling the crop, true that!
Other regions have their own issues but core of the problem is the leadership in Americas and who enabled them. Ex CRO promoted the leader to behave aggressively toward men meanwhile having a rubbish performance in their own region. Look at the results and it will give you the perfect picture.
Current CRO needs to do something about this behaviour or the Americas will crumble around him. Never seen it this negative
There are similar leaders across the regions. Leaders who forget that DEI is about allyship and not power mongering. This culture has started from some leaders in ELT who happen to be women and others in position of regional leadership, some of whom remain protected despite their obvious failures. The ideas around DE&I are not problematic per se, as much as the people who have been given the opportunity to make these initiatives. Some that I wanted to attend barred men, these were run by SVPs no less. I raised this to management and HR, they turned a blind eye to it. Incidentally, they were also women. Bullying and groupthink runs deep in this company.
I am a consulting manager and this is the lowest I have seen the morale in the region. My team still discuss layoffs in Norwalk centered around consultants. That was the decision by the head of americas and HRBP we were told. None of them really know us or care if we around.
I am currently looking for other career opportunities outside of the team/company. Best of luck to all
Disastrous structure and friends& family managers in charge contribute to the poor performance in Americas. The friction among teams and individuals cause by couple of leaders including head of Americas. Too much attention/focus on “I” instead of “WE”.
Be with your teams and NOT begging for ELT attention. Best for a change
Bad behavior of women in management cause many to leave including other women. Fire the the leaders who underperform as obvious in Americas
The opposite has happened too. Hanky panky has led to woman needing to leave.
Problems are not generalists and managers in Americas. Most work very hard and decent. Problem primarily is leadership and DEI. Constant letting go of men or blaming them of wrongdoing. They just let another man go in Americas but not the women who are underperforming as bad on the same team.
Be an example for others by actually doing your tasks.
RCS Townhall - 35 client meetings per day! OMG miracle so proud of accomplishments & congratulations. believe means catch-ups daily. That number should be 3500 clients activities
Lets Podcast/LinkedIn those milestones. Literally need to have DOGE run through head of catch ups calendar (not just the facts!)
Failure in DSO caused by bad intention of America Leader + Last CRO. Constant pressure for firing/demoting people in that group. Taking over account management + implementation not the answer for lack of leadership.
Land grabbing best to portray this behaviour.Head of sales in USA actively focus on managing up than looking after team. Her teams and directs work tirelessly but person takes their work with no credit. Catch ups are for information gathering. Have a malware with you & stop losing credit for your work. #time2GO
Some of the worst offenders of bias and bullying are the women at the forefront of the DEI initiatives. There are many “leaders” like the sales head of Americas who are motivated purely by self interest rather than overarching alignment with what’s best for FactSet. Think offsites on corporate moolah for salespeople rather than using that T&E for clients, parties to cater to their own children rather than broad audiences, open bias to their favorites. It’s awful to work with some of these “leaders” who spend their time refreshing their stats and gossiping rather than actually going out to sell.
Sadly she is portrayed as a role model. Imagine the number of opportunities and DE&I events where her mindless self centred propaganda is idolised. Worse still, head of employee engagement and she run this charade further under the guise of BRGs creating stupid positions like culture committees, site leaders, etc giving away stock options to those they favour stylistically. One just needs to look at leadership in the sales org in Americas to see it is run like a family business rather than a meritocracy.
Do away with generalists so each specialist can be myopically focused on their own comfort area and sell the products they already know? Isn’t that what happened with CTS sales being made part of IBS sales? Isn’t it already evident that firm type has been a stupid experiment that’s cost us ASV growth?
There is a section of leadership in FactSet that would rather be “seen” as doing work vs actually doing the work. The Americas Sales leader is too busy painting a picture of what she does on LinkedIn to be actually doing anything. There are only so many hours to create random team structures, roles and change initiatives across the org while also hosting happy hours across the globe. Funnily enough, you can say the same thing about the CFO who’s shoddy change management left the company limping.
Just do away with generalist sales altogether... each product already has its own sales force anyway. Would recognize a lot of efficiencies in doing so with very little additional training required by the specialist sales teams to fill in the footsteps of generalists as relationship managers.
It will be interesting to see what the current CRO does about it. He’s been a man of substance in my experience but does he have the gumption to take tough calls?