CONS:
- Thinly staffed compared to expectations of growth, change
- Long & risky onboarding times
- Extremely fast rate of change, often for change’s sake, often without breathing to see if the last change actually worked
- Obsession with metrics: often inaccurate, duplicative, and contradictory
- Very high turnover, and not everyone leaves of their own accord
It’s the middle management that needs help: the Director / Sr. Manager folks need to find time to talk to each other it seems.
Anecdotes:
• I got an email / text / call from a Director (or higher) complaining that a square on “the dashboard” is red, or the number too high (or low). What dashboard, you may ask? I did. I was pointed to one I had not known about, nor had my team been told about it, trained on it, or had any input in creating it. This was not a one off, but happened at least a half-dozen times with different dashboards (in one case a spreadsheet) and different higher-ups. I would have to reverse-engineer the genesis of the “bad mark” across multiple teams and technologies. Only occasionally would this be indicative of an actual issue or problem my team or another internal team could move the needle on. Many dashboards are duplicative and at time contradictory.
The company is obsessed with metrics (in fairness, the mission statement begins “Organize Data…”) and “dashboards” which more often than not are really “reports” (i.e. not real-time) but they are often. Unfortunately, this level of scrutiny surveillance does not help build trust.
• The “culture of feedback” leads some to ignore the “tell-me-first” rule: If you have a problem, please let me know first, so I can help better meet (or at least properly set) your expectations. There’s a veteran director who sat in the office adjacent to mine, but would regularly send emails to large (e.g. 150 people) distribution lists calling out perceived short-comings of my team, and this would be my (and the team’s) first exposure to the incident in question. My boss kindly forwarded an email from a guy I hadn’t yet met complaining about my lack of ownership over a problem which was completely beyond my control. One of the CIO’s new hires and rising stars sent an email to her boss about what she perceived as my lack of engagement on a project, …. She personally never mentioned this to me before or since, nor frankly, did the CIO except to copy me to an email to my boss (accidentally, I think) describing the dire consequences.
• I do not feel “entitled” to free coffee provided by my employer, but will certainly take them up on the offer. The old single-serve machines were nearly all removed and replaced with much larger, fancier machines with touch-screens and cappuccino and multiple choices… I applauded this because I always felt guilty about the environmental cost of k-cups, but … it happened without any announcement or fanfare, and the newer machines were less reliable and would have messages on the touchscreen saying “Swab the foredeck”, or whatever, but the error state had no instructions on how to do that. Again, not complaining about free coffee (we could be discussing release names), but providing a metaphor with how frenetic change was managed (or not) and communicated throughout the company.
Despite the accelerated pace of change, there are a few sacred cows:
• Goofy team names. (Teams name themselves arbitrary things, so it’s hard to get help on e.g. the fubar component because the responsible team is called El Duderino or somesuch.
• The RCA rite of passage. On the footnote of an addendum to your offer letter will be a clause that says something like “As a condition of your employment you will be required to pass the Relativity Certified Administrator exam with a score of 80% or more. You will be given 60 days to do so.” You’ll get three shots at it and they’ll sequester you away from your group so that they’re paying you for theoretically doing nothing but studying for this notoriously difficult exam. If you don’t pass, they let you go. (This is not really highlighted during the interview process, as you might imagine.) When your teams are already very thinly staffed, and you know that best case (i.e. you already know the ideal candidate to replace someone who quit today, and he/she happens to be available immediately) you’re still more than 30 days away from having someone in the seat, you have zero incentive to manage low performers out.
Do be careful when you decide to leave: Have your t’s crossed and I’s dotted: Your last day is when health coverage ends, not EOM. They will tell you money in your transit FSA will buy you that least train ticket, but it won’t,etc.
At the end of the day, I am glad for the time I spent at this unique firm, and most especially for the great folks and some interesting technology I got to work with there. I always had the feeling that the place “Used to be a great firm”, or “Could one day be a great firm” once they get past these growing pains.
