99% of management give the rest a bad name.
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My current management team must be having a competition for who can fit the most corporate speak word vomit in a comversation. They all say alot and not a thing.
Between that and all talk about how we need to be visionaries and somehow all the work will just magically get done. It works for them since we have to get it done for them but not so much for us who have to do their visions and real work thst has to get done.
Verizon currently has individuals in leadership roles who seem to lack a fundamental understanding of essential tasks and tools employed in our daily Business-As-Usual (BAU) operations. These managers often exhibit a propensity for assertive communication without possessing the requisite knowledge. Consequently, they issue directives to their teams without a comprehensive understanding of the work involved.
In such instances, employees may find themselves inadvertently assuming responsibilities that extend far beyond their designated roles, effectively performing tasks that would typically fall under the purview of higher-level management. Unfortunately, this dynamic results in a lack of value addition by certain management personnel.
Verizon needs to address this issue by reconsidering the presence of executives, directors, and senior managers who may not be contributing substantively to the organization's goals. Identifying and rectifying this situation is crucial for fostering a more efficient and productive work environment. By eliminating individuals who are not adding value to the company, Verizon can optimize its workforce and enhance overall organizational performance.
The effectiveness of PULSE Surveys is compromised by certain managers who, rather than fostering an open and honest feedback environment, influence their teams to provide positive ratings by subtly implying that the survey is not entirely anonymous. This approach, intended to create a sense of accountability, can inadvertently lead to skewed and less genuine responses.
To enhance the value of PULSE Surveys, it is essential for managers to encourage a culture of transparency and assure team members that their feedback is genuinely anonymous. Implementing measures to prevent any form of coercion or fear will contribute to more authentic and constructive feedback, ultimately serving the intended purpose of these surveys in fostering continuous improvement within the organization.
The Steven Wright plagiarist strikes again!!!!
Funny, but it's an old Steven Wright joke. "99% of lawyers give the rest a bad name."
Fun fact…. Still making more than you.
OP: need to qualify, executive C-Suite leadership versus managerial leadership or both?
Another fun fact… 50% of managers don’t even work or even provide value