Intercom reviews about "manager"

- turn over is high - documentation is outdated by almost 2 years - they care more about AI then their human customer support - they expect a lot out of you from KPIs but are not understand things are way more complex than now due to AI answering all the easy questions - management is very corporate and clearly do not care about their team or who stays - this role has been on linkedin for 1 year - no growth - some managers should not be managers and show be this role before they can become managers - be prepared to be frustrated and under paid every day - they told us we couldnt be black, queer, etc once you step into work - support is the last team they care about and prefer to throw big events for sales but not for the people that help people who would like to speak to a human instead of AI. - if you speak up against management they will fire you and blame it on KPIs but if you look at their KPIs they were over performing and never on a performance improvement plan

The company value of "impatience" means that we move fast. It can be hard to keep up, and sometimes we throw things out into the world that aren't finished, and those things can crash and burn. You need to be comfortable with failure and how to learn from it. It also means you may not always agree with the priorities of the company or other teams – although all of those priorities boil down to customer obsession and intense business focus (the "work hard" in "work hard, play hard"). As a queer woman, it didn't feel great to watch the company pull back from celebrating their ERG communities, removing employee events and retracting public statements around Pride month, Black History month, etc. But I respect that we're making the company business-focused, and I do feel safe and supported to be my authentic self - we still have ERG resources available to employees and are given volunteer time off work each year to contribute to causes that are important to us outside of work. I have also felt disappointed about some key feature requests and inefficiencies our team runs into with the product that are often deprioritized by R&D teams. In particular, accessibility (designing a product that complies with accessibility standards) – for a company that is so customer-obsessed, it feels like a miss to not prioritize accessibility. As well as internal feature requests from our support team to remove blockers and inefficiencies in our work. There is often the response that we just need to move so quickly in this industry that some things need to be deprioritized so we can stay ahead on the big things. But when our support team is being pushed to deliver on faster response times while we're shipping hundreds of features per year, making the product more complex, and releasing new pricing, it can be disappointing to have our own feature requests deprioritized while being asked to deliver on those objectives. I will say that this is improving, we are now dedicating more resources to deliver on our support team's needs, but it has taken years to get this far – the sense of "do more with less" is slowly decreasing. Eoghan (CEO): Probably wouldn't invite the guy over for Christmas dinner with my queer friends and found family, but I respect the f*ck out of his business focus and the way he's turning Intercom into an industry leader. We needed what he brought, and his laser focus is driving us to succeed.

Kpis are strict and hard to deliver

Issue is the main management. If I want to be more specific - CEO. Certain decisions are taken in a way that show disrespect to employees. Latest example - mandatory office attendance twice a week. Which would be not too bad but many employees live outside of the city (or even county) which makes commute impossible. This is absolutely discrimination against those who have children because there is no way to juggle kids in schools when you have to sit in the office till 6pm. Many people are happy to work and could come in the office one in a while when needed but making it mandatory shows how inconsiderate upper management is because they give no chance for you to stay. You are pushed in the corner to leave the company.

- Unrealistic quality/output expectations: You're under constant pressure to meet unsustainable quality/output expectations set by the CEO, leading to a sense of fear, inadequacy, and anxiety. Burnout: You're not allowed to talk about this, but you're expected to work long hours to meet "incredibly high standards" (one of the values). - Too many middle managers: Middle management is scrambling to appear valuable. Many of them don't know what they are doing and will be quick to throw you under the bus rather than take responsibility or accountability for their lack of ability and effective management. - Excessive critiques: Expect your work to be heavily scrutinised by way too many middle managers with nothing better to do. - Toxic feedback culture: Feedback and performance review processes may seem transparent and constructive, but be prepared for unfiltered secondhand feedback that will leave you blindsided, confused, and disheartened. - Do not fail: There is zero room for mistakes. Do not show any signs of weakness or inability as you can be sure it will be used against you when they want to. - Forced exits: Employees are constantly being forced out if they fail to meet the CEO's unsustainable expectations, contributing to a high-pressure atmosphere. You will see people regularly leaving the company with no explanation. It's horrible.

New GTM leadership rules with fear and distrust, and this is creating a toxic environment for teams trying to do their best. It's coming from the top and cascading down and everyone is feeling it. A ton of people have been managed out of the business lately, leading to inability to run the business effectively amidst massive change. Performance is graded on a curve and completely lacks objectivity. As a manager during a recent perf cycle, the only question I was asked to elaborate on in the system of record was "how is this person NOT meeting expectations for results and/or values?" This says so much about the current state of leadership and how they feel about their employees.

-Performance reviews are over-demanding and I’m convinced they’re set up to keep you underpaid and feeling insecure in your job. Anything less than perfect performance will land you an unsatisfactory review and risk to lose your job. -Demand waay too much from you. They have a one-sided value of “incredibly high standards” for incredibly mediocre-average pay. -Constantly adding more responsibilities and expectations without increasing pay. -CEO is rude.. nothing he has ever said has uplifted me. It’s more like I have to mute him every all-hands meeting. -They have a pay philosophy to justify under paying you. It’s totally possible to be there for 2-3 years and be paid less than someone who just starts. Says they pay for performance.. But they pay new people who they never seen perform more than you. - Some managers are good.. Some managers are not good and even have a known notorious reputation on the team for such. I was told “good luck” on several occasions when I told multiple colleagues who my manager is. -Even when I brought concerns to senior leadership they very much were dismissed. -The whole environment is a recipe to burn you out. They think the solution is having a happy hour. -Outside maybe some seniors, there’s not many people who been there over 5 years. Even after a couple years you might be one of the more tenured people on the team due to turnover. -They have some of the most petty and entitled customers I’ve worked with. Management more often than not side with the customers instead of employees even when they’re being unreasonable. - High-performers / seniors using hacks/cheats to avoid hard work and pass the work to other team members.

- So many apps and systems, can be overwhelming sometimes and it's giving a bit of Babylon vibes as each team uses their own tools and you need to gain access to so many things. - The London office is missing cosy areas to work from and a bit cold