This Business and Moment...

Seems that people in the normal banding below director have had their bonuses cut.. Not to worried - if they think ill they can treat me like **** and I'll stay, well **** them.

Seriously - this company HR does not understand how to hold FTE staff.. and they complain they don't have perm people...
 
Martynt74 said:
My dad occasionally gets me to create Excel models for him, i always assume he just uses them to help him in whatever he's doing.

The other day he brought up that he'd sold it to Weetabix as part of a job he was doing for them. Absolutely no suggestion of money coming my way!
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Lock it, password protect cells make it read only.
 
Really considering giving my notice and looking for a new job, again.

It’s been 2 months and I’m still not happy. The job isn’t as advertised, the place is badly managed, and my line manager treats the team like children whilst trying to perform 2 roles themselves when they don’t have time for even one of them because they also appear to be fulfilling a HR role to boot. I still haven’t had a proper introduction and handover of my responsibilities and deliverables and most of the queries go unanswered by them and unresolved as I don’t have the authority to just deal with it myself.

I’m wasting so much time every day on data entry because the systems and processes are out of date and not configured properly. Their solution seems to be to throw more people at it rather than just upgrading to a modern cheaper system.

Its infuriating as the benefits and work life balance are great and it would otherwise be a great long term role.

And I’m not alone as the person hired a month before me said they wanted to hand their notice in too this week.

Sigh. Being in a role or having a 2 month gap is surely going to invite questions from any recruiter.
 
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MichaelAwkward said:
Really considering giving my notice and looking for a new job, again.

It’s been 2 months and I’m still not happy. The job isn’t as advertised, the place is badly managed, and my line manager treats the team like children whilst trying to perform 2 roles themselves when they don’t have time for even one of them because they also appear to be fulfilling a HR role to boot. I still haven’t had a proper introduction and handover of my responsibilities and deliverables and most of the queries go unanswered by them and unresolved as I don’t have the authority to just deal with it myself.

I’m wasting so much time every day on data entry because the systems and processes are out of date and not configured properly. Their solution seems to be to throw more people at it rather than just upgrading to a modern cheaper system.

Its infuriating as the benefits and work life balance are great and it would otherwise be a great long term role.

And I’m not alone as the person hired a month before me said they wanted to hand their notice in too this week.

Sigh. Being in a role or having a 2 month gap is surely going to invite questions from any recruiter.
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As long as you are genuine with your reasons then I wouldn't worry about it.

Over the last 4 years, I've had 2 jobs which didn't last no longer than 4 months. I gave genuine for both, like one was change of management 6 weeks after I started. They decided I was no longer needed there.
 
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malachi said:
As long as you are genuine with your reasons then I wouldn't worry about it.

Over the last 4 years, I've had 2 jobs which didn't last no longer than 4 months. I gave genuine for both, like one was change of management 6 weeks after I started. They decided I was no longer needed there.
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Thanks - will need to be careful in how I frame it so it doesn't come across badly though.

Applied for 25 jobs today. Let's see what comes back.

Not sure whether to hand my resignation in now so I know there's a definite end date to get something by as motivation, or only when I have something else. I have a feeling they'd put me on gardening leave due to the circumstances and reasons why I'm leaving.
 
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My office space/study/spare room at home is becoming so disorganised and messy, I need to sort it out but I never seem to find any time to do it! Especially now that it's the summer holidays and the kids are at home most of the time. I wish there was a way to make money from procrastination.

Still, I'd rather sit in mess than travel 1h45 each way to the office.
 
panthro said:
My office space/study/spare room at home is becoming so disorganised and messy, I need to sort it out but I never seem to find any time to do it! Especially now that it's the summer holidays and the kids are at home most of the time. I wish there was a way to make money from procrastination.

Still, I'd rather sit in mess than travel 1h45 each way to the office.
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I can't work in a messy office - drives me nuts! That's the joy of being in an office - it gets cleaned! :D
 
I treat this thread is essentially a confessional (and I've only confessed once before).

5 months ago now after my boss quit I was gifted the role of "interim head of" my department. Previoulsy my responsibility was technical in nature but I led half the team (about 35). Now I look after 80 odd. It's a great opportunity (of course that's all it is until next review next Feb, so no new money etc) and I've been told they aren't looking to hire a new "head of" so I've got the confidence of the biggest chesses which is great.

However, I have not been able to replace my old self which is leading to lots of hours, stress and context switching. I've proposed a new structure to compensate for this but because it's budget season it's not something I can put in place right now (probably Q4 at the earliest) and it's a right pain. In fact on a couple of occasions I've found myself looking back at my old role with fond memories of the ease at which I could manage it. Still, can't pass up the opportunity of a leg up, the next level up from me is COO/CTO and I would not stand a chance of that (CDO maybe, but we don't have that role), so this would be my pinnacle.

The past quarter has been like a rollercoaster.
 
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Oof that's tough but exciting. I bet the extra work isn't fun, but the fact they have confidence in you and the work you're doing must be a nice ego boost. I would want to make sure you were receiving the right remuneration for it though and make sure you don't burn out because doing more than 1 person's role especially as you get more senior does take it's toll a lot more quickly.
 
CapitalOne said:
I treat this thread is essentially a confessional (and I've only confessed once before).

5 months ago now after my boss quit I was gifted the role of "interim head of" my department. Previoulsy my responsibility was technical in nature but I led half the team (about 35). Now I look after 80 odd. It's a great opportunity (of course that's all it is until next review next Feb, so no new money etc) and I've been told they aren't looking to hire a new "head of" so I've got the confidence of the biggest chesses which is great.

However, I have not been able to replace my old self which is leading to lots of hours, stress and context switching. I've proposed a new structure to compensate for this but because it's budget season it's not something I can put in place right now (probably Q4 at the earliest) and it's a right pain. In fact on a couple of occasions I've found myself looking back at my old role with fond memories of the ease at which I could manage it. Still, can't pass up the opportunity of a leg up, the next level up from me is COO/CTO and I would not stand a chance of that (CDO maybe, but we don't have that role), so this would be my pinnacle.

The past quarter has been like a rollercoaster.
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Congratulations sounds like the lucky break most never get, so sounds like you've been rewarded for your hard work.

Couple points would be a little bit concerning, 1st and most crass would be salary adjustment...you've been in the new role for half a year now without additional salary? Is there a large compensation element expected (moving to head might give different bonus structure, pay grade etc) when you get the role officially? (Do you know old boss enough to ask what?) If so I'm not sure if I'd want to be waiting til next cycle as you'll be behind the curve. I vaguely remember you are in hedge fund? Hopefully your strategy is working lol...but wouldn't want to be at whim of next year for adjustment...

2) the cause for delay in your replacement is interesting. Is there no one internally out of the existing pool that can step up even with maybe a bit of a grace period? Or if not are you restructuring the management structure or going external? Has the hiring process been enthusiastic with possible headhunter? Do you feel there is enough support/attention from the powers that be?

As that leads me onto final point about looking after yourself. You can't be the jack of all trades and I don't see how it'd be respected if you're still engaging on old topics (now non value add in terms of your new objectives). Do you feel this is being sufficiently recognised and appreciated (point 1 suggests no) by the person writing your cheques? If you're going to be aiming for COO you'll be wanting to be viewed a certain way and get exposure to the topics that lean to that..rather than maybe being pigeonholed in middle management topics.

I think you're established enough now that you can afford to be a bit more pushy on getting answers, timelines, clarity and renumeration....

But just me musing you know the culture well enough in your place!
 
Orangeade said:
Congratulations sounds like the lucky break most never get, so sounds like you've been rewarded for your hard work.

Couple points would be a little bit concerning, 1st and most crass would be salary adjustment...you've been in the new role for half a year now without additional salary? Is there a large compensation element expected (moving to head might give different bonus structure, pay grade etc) when you get the role officially? (Do you know old boss enough to ask what?) If so I'm not sure if I'd want to be waiting til next cycle as you'll be behind the curve. I vaguely remember you are in hedge fund? Hopefully your strategy is working lol...but wouldn't want to be at whim of next year for adjustment...

2) the cause for delay in your replacement is interesting. Is there no one internally out of the existing pool that can step up even with maybe a bit of a grace period? Or if not are you restructuring the management structure or going external? Has the hiring process been enthusiastic with possible headhunter? Do you feel there is enough support/attention from the powers that be?

As that leads me onto final point about looking after yourself. You can't be the jack of all trades and I don't see how it'd be respected if you're still engaging on old topics (now non value add in terms of your new objectives). Do you feel this is being sufficiently recognised and appreciated (point 1 suggests no) by the person writing your cheques? If you're going to be aiming for COO you'll be wanting to be viewed a certain way and get exposure to the topics that lean to that..rather than maybe being pigeonholed in middle management topics.

I think you're established enough now that you can afford to be a bit more pushy on getting answers, timelines, clarity and renumeration....

But just me musing you know the culture well enough in your place!
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Classic Blue Theme said:
Yeah... I'd be putting in a slot to discuss pay/performance; much like your people would expect you would do for them in a similar scenario.
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Thank you both.

I do know that at the moment out of cycle adjustments are frowned on because I've been partie to these conversations, maybe I'm just being too humble. I expect the jump would be 25-50% ballpark and I'm starting from a decent number so it's not like it's a financial perogative to ask, however I get the point that I probably need to be more ballsy on this front. I've had a "this will be remembered at comp time" conversation but that's obvisouly vapourware at this point. There is no "executive washroom" but the equity incentives at this level could be interesting.

The reason for delay in replacing myself is because as it's budget time all free roles are being sat on at the moment. Realistically to give myself the clean break from the past I need to grab an internal candidate otherwise I'll end up providing support for several months. I have decided that I am going to sound out a candidate on the sly so when when the roles are released (I've asked for 8 in total adding to the complexity) I've either got a shoe-in or a plan for an external with extra support from elsewhere. I was really not seeing the wood for the trees on this one.

Noted on the image side, without wanting to sound cheesy I do have a good brand in the firm. I have all the exposure needed and it's juggling that level with middle management guff and decisions that is causing me the problem. It really isn't a hard decision when I put it that way :-)

And finally yes, I am very lucky.
 
CapitalOne said:
I treat this thread is essentially a confessional (and I've only confessed once before).

5 months ago now after my boss quit I was gifted the role of "interim head of" my department. Previoulsy my responsibility was technical in nature but I led half the team (about 35). Now I look after 80 odd. It's a great opportunity (of course that's all it is until next review next Feb, so no new money etc) and I've been told they aren't looking to hire a new "head of" so I've got the confidence of the biggest chesses which is great.

However, I have not been able to replace my old self which is leading to lots of hours, stress and context switching. I've proposed a new structure to compensate for this but because it's budget season it's not something I can put in place right now (probably Q4 at the earliest) and it's a right pain. In fact on a couple of occasions I've found myself looking back at my old role with fond memories of the ease at which I could manage it. Still, can't pass up the opportunity of a leg up, the next level up from me is COO/CTO and I would not stand a chance of that (CDO maybe, but we don't have that role), so this would be my pinnacle.

The past quarter has been like a rollercoaster.
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I've lead 88 staff across multiple services, in short it becomes a 'step away' and lead the team - I could shape the team, and had everything from legal/risk/security/development/financial/programme and operational. The last role I had was categorised by the head as "CTPO" and could shape the team as I wanted. This one is a step backwards, but the dynamics of the company is large, multi-operational companies, and I've been pushed a little back up the stack again.. new changes afoot so I don't know how that will be bottoming out - I'm hoping in the next week or so I will hear some top down noise - hell it would be good to even have a reporting line!
I've delivered something in 4 months that people seem genuinely shocked by. The CDIO has decided that he can turn his attention elsewhere which is bad because our fledgling product org is sandwiched between the CTO Office and the Delivery Lead.. both think they rule the roost.. and I'm starting to lay out the lines for maturing the organisation.. if it wasn't for the continuous knee jerk reactions by a distant programme delivery lead - who according to the CTO I should be taking over from.. but that's also inflammatory.. There's so many bits and so many holes all lead by non-factual decisions that lead to bad results.

In short going back is a little bit like rose coloured glasses - either you will need to leave the decisions to people that you may not agree with.. and that grates once you loose that directive ability, then you have people still attempting to give you all the bad stuff which you can solve but don't really get noted for.. under-rolling, it frustrates and you will find it difficult. The other part of the orgs don't stay the same too.

So I've gone from reporting to CIO/CTO and interacting with group C-level, to CPTO interacting with CIO etc, to a "simple" product owner role which is highlight likely to take some of the director responsibilities according to the incoming CTO with the deputy CTO for help.. as it is I'm now leading the three pieces of a cloud org that has 10 AWS organisations (yep.. that big we're breaking AWS themselves).

So my suggestion is simple - everyone has good points and bad points, find an "office" of people you respect and can do the roles, offload as you need - which sounds like you're doing based on the structure and that means you're maxed out. I have the same, I've given a structure. However it's a difficult conversation given their budgeting is just at the wrong point for our ramp up for maturity. We have a massive mountain to move and only a portion of the horse power to move it.
 
I just had a go at my CEO in front of 300+ staff. :o

Well I wasn't rude, just challenging. For around 18 months I've been trying to push for a piece of work to be done as it's a massive gap in our work, I've done a bit of work on it to help the business plan, prepare and execute this piece of work. I don't care if I'm not part of the delivery of it, or if it's done without my help, but I've been banging on about it since I joined and have a lot of expertise/knowledge in this space.

The other day I heard that there were at least 2 or 3 workstreams being planned on this particular piece of work. No coordination, or collaboration. Lots of duplication of effort and therefore cost being associated with this activity.

The reason it has traction? Because our CEO suddenly has an interest in it and she wanted to make sure it's not overlooked. I've spoken to the leads of each of those initiatives that they are moving forward and told them to wait so that we can get some clarity on what people are up to to maximise the impact of the work. I shared the work I had done on this to date (this is an area of expertise of mine, and as I said, I had been banging on about it for nearly 1.5 years), and everyone has gone, "oh wow, that's really good"... No ******* **** sherlock!!!?

Anyway, I FINALLY have a meeting with the CEO to discuss the opportunity, but I fear that if I share the work done to date it'll bamboozle her and she'll want to do it her way... so I have to water down my work to make it look like it's something that's in her control. I've told the other workstreams to pause their work until we get some clear direction.

This happens all the bloody time... central government sector is a nightmare. I think my next role will either need to be in a less dysfunctional department or back to private.

I'm one of the few people that doesn't mind standing up in front of the company and challenging the status quo, I use deliberate but considered language, but my role is meant to be one that challenges and stirs the pot a little to make sure we're doing the best we can. Needless to say the CEO didn't like to be challenged and doesn't like to be challenged (despite saying she's keen on hearing feedback)...


Perhaps I'll be managed out of the business soon - but I can't bend the knee if I feel there's something wrong. I know I should pick my battles more judiciously but I struggle to shut up. :D :o
 
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panthro said:
My office space/study/spare room at home is becoming so disorganised and messy, I need to sort it out but I never seem to find any time to do it! Especially now that it's the summer holidays and the kids are at home most of the time. I wish there was a way to make money from procrastination.

Still, I'd rather sit in mess than travel 1h45 each way to the office.
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Be glad you have an office, my wifes son moved home in September, took my office for a bedroom and i got punted onto the landing :(

Can't wait to get to Spain and have a proper office again. At least i kept my standing desk, rather than being dumped onto a kitchen table...
 
Martynt74 said:
Be glad you have an office, my wifes son moved home in September, took my office for a bedroom and i got punted onto the landing :(

Can't wait to get to Spain and have a proper office again. At least i kept my standing desk, rather than being dumped onto a kitchen table...
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I didn't have a place to work for a long time because my MiL lived with us during the pandemic for 2 years and took the 4th bedroom. I've considered turning the (half) garage into a study for a while but enjoy having the storage space for tools, bikes etc.
 
Freefaller said:
I'm one of the few people that doesn't mind standing up in front of the company and challenging the status quo, I use deliberate but considered language, but my role is meant to be one that challenges and stirs the pot a little to make sure we're doing the best we can.
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Examples of "deliberate but considered language"?
 
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