I think the guy deserves a bit of recognition for not doing his job. Barely visible but keeps asking the rest of the managers and others to come in the office and visits clients. When was the last time he went on a visit or traveled?
Heard from others he is either home or quietly leaves by 2PM at latest.
Maybe he could advocate for better compensation for consultants in high cost locations - set an example for others SS
Set an example for other SS.
@dr invisible director who does not stand behind his own team. We need a role model who can lead this critical function
Honestly, I've no idea who that is.
Obviously compensation is a major challenge for this role but the purpose of the team is also unclear with no true career path. We are not making the role technical or sufficiently motivating to retain our consultants. The good ones leave for better pay and clearer career progression.
In addition spending too much time on stats, numbers and dashboards will not improve client engagement and satisfaction. There is always limited engagement directly from the consultants because they are told not to get involved even though they are happy to do more.
The global team leader needs to focus on the future rather than being stuck in the past. We should be leveraging AI to improve the teams productivity and free up time to focus on what really matters: our clients.
Think about what the future model should be because whatever you decide will be what you need now for the customer base.