And once you know how long it will you last you have to put into practice your own ‘exit strategy’. Will that be a follow up post?

Andrew

And once you know how long it will you last you have to put into practice your own ‘exit strategy’. Will that be a follow up post?

Andrew

Your story here is a cautionary tale — and one that should remind company management why people are so unwilling to engage in the work. There’s not much in the “WIIFM” department. (What’s in it for me)

Your story here is a cautionary tale — and one that should remind company management why people are so unwilling to engage in the work. There’s not much in the “WIIFM” department. (What’s in it for me)

A person should never underestimate the effect of the “Change Chain Reaction” if a position’s next tier of management has a history of short-timers. It can be much more than just someone new every couple of reviews.

Many new seniors will insist on cleaning house and installing “their team” with out regard to the performance of the former team.

I’ve even had it happen between being headhunted and my arrival at the new firm. Nothing like a first interview with a new director who tells you “I didn’t hire you, I don’t want you and I hate people with your qualifications….” or words thereabouts.

Though his “little people” helped him to help himself to a career change “out the door,” it was surprising how the organization’s intents were distorted in the change.

Minimally constant regime changes lead to a constant change in performance expectations.

Keep up the great writing!

Cheers!

Steve

A person should never underestimate the effect of the “Change Chain Reaction” if a position’s next tier of management has a history of short-timers. It can be much more than just someone new every couple of reviews.

Many new seniors will insist on cleaning house and installing “their team” with out regard to the performance of the former team.

I’ve even had it happen between being headhunted and my arrival at the new firm. Nothing like a first interview with a new director who tells you “I didn’t hire you, I don’t want you and I hate people with your qualifications….” or words thereabouts.

Though his “little people” helped him to help himself to a career change “out the door,” it was surprising how the organization’s intents were distorted in the change.

Minimally constant regime changes lead to a constant change in performance expectations.

Keep up the great writing!

Cheers!

Steve