This is something I kept pointing out to management at my last company, but they were always so hellbent on putting everything in the cloud. Then construction across the street cut some fiber or something going to our building. When I told management that we had no Internet and I was sending everyone home, they lost their shit. I mollified them a bit by pointing out that at least some people would be able to work from home. I then waited until the meeting the next morning to point out that only 1 QA/support person and 1 dev had laptops (because of course management didn’t see any reason to spend the extra money for laptops over desktops). It was also nice to be able to make the CEO and VP to drive all the way home and back to get their wireless data pucks they used as their personal Internet connections.
My overwhelming joy at all the petty little ways I was able to rub their bad decisions in their faces was a big part of what made me actually start hunting for a new job rather than just thinking about it.
Yeah, even having learned to explain this shit in the IT Consultancy language of “supply contracts” and “mission critical”, it’s still not guaranteed that I’ll convince a manager to avoid or at least account for the higher exposure to outside risks when subcontracting certain things.
Nowadays, with 3 decades of experience in the Industry, I honestly think that the majority of managers, no matter how high in a company, are either incompetent as fuck or simply manage with as priority maximizing their next bonus in the full knowledge that they’re leaving traps for the next one to solve and if they do blow up during their own time, they’ll still personally end up better off by going for bonus-today-problem-tomorrow than refraining from doing so.
The Peter Principle states that a manager will get promoted to his level of incompetency, then get stuck there. As time goes on, more and more managers reach their level of incompetency, until the entire management level is populated by people who are bad at their jobs.
Say a guy is a great salesman, the best in the company, beats all his targets. He’s just great at it, and all his customers love him. So he gets promoted to sales manager, with a nice office, and a big raise.
But just because he’s a talented salesman, doesn’t mean he knows how to manage sales people. Also, the guy who replaced him isn’t pulling in near the revenue, so the department he’s managing is now WORSE than before he took over. He becomes just another mediocre manager, in over his head, and he never gets another promotion again.
Or maybe he moves up a few more levels, but eventually he hits the point that he can’t do well, and that’s where he remains, being mediocre. After a while, ALL the managers are people who were good at their old jobs, but mediocre at this one, and here they stay, until they are swept out in their 50s.
This is something I kept pointing out to management at my last company, but they were always so hellbent on putting everything in the cloud. Then construction across the street cut some fiber or something going to our building. When I told management that we had no Internet and I was sending everyone home, they lost their shit. I mollified them a bit by pointing out that at least some people would be able to work from home. I then waited until the meeting the next morning to point out that only 1 QA/support person and 1 dev had laptops (because of course management didn’t see any reason to spend the extra money for laptops over desktops). It was also nice to be able to make the CEO and VP to drive all the way home and back to get their wireless data pucks they used as their personal Internet connections.
My overwhelming joy at all the petty little ways I was able to rub their bad decisions in their faces was a big part of what made me actually start hunting for a new job rather than just thinking about it.
Yeah, even having learned to explain this shit in the IT Consultancy language of “supply contracts” and “mission critical”, it’s still not guaranteed that I’ll convince a manager to avoid or at least account for the higher exposure to outside risks when subcontracting certain things.
Nowadays, with 3 decades of experience in the Industry, I honestly think that the majority of managers, no matter how high in a company, are either incompetent as fuck or simply manage with as priority maximizing their next bonus in the full knowledge that they’re leaving traps for the next one to solve and if they do blow up during their own time, they’ll still personally end up better off by going for bonus-today-problem-tomorrow than refraining from doing so.
The Peter Principle states that a manager will get promoted to his level of incompetency, then get stuck there. As time goes on, more and more managers reach their level of incompetency, until the entire management level is populated by people who are bad at their jobs.
Say a guy is a great salesman, the best in the company, beats all his targets. He’s just great at it, and all his customers love him. So he gets promoted to sales manager, with a nice office, and a big raise.
But just because he’s a talented salesman, doesn’t mean he knows how to manage sales people. Also, the guy who replaced him isn’t pulling in near the revenue, so the department he’s managing is now WORSE than before he took over. He becomes just another mediocre manager, in over his head, and he never gets another promotion again.
Or maybe he moves up a few more levels, but eventually he hits the point that he can’t do well, and that’s where he remains, being mediocre. After a while, ALL the managers are people who were good at their old jobs, but mediocre at this one, and here they stay, until they are swept out in their 50s.