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Honestly if the failure of your project is due to junior team members then that in and of itself is a failure of senior leadership. Mentor your new folks, don’t treat them as a scapegoat
OP nope. This is what differentiates an asshole who will burn everyone out, drive away the best people, and create a culture that makes it difficult to recruit. Your willingness to blame junior staff for your failures shows a total lack of integrity and leadership. You should shouldn’t be managing people.
Or because the PM doesn’t know how to create a realistic project plan... 🤷♀️
Actually, leaders who blame staff for their problems are far more of an issue in my book. You buy the work through intentional underselling, pass the buck to inexperienced 20-somethings, and then have the audacity to complain that they don’t just smile as they’re being kicked in the nutsack by your cruddy planning?
I feel sorry for the junior people who have to work on OP’s projects, though at least they’ll have an exemplar of how not to lead and motivate people.
Also I will add that I’m a Director on track to make Partner next year - so I’m hardly a green naïf unaware of the harsh realities of this industry.
Regardless of those harsh realities, shitty leadership is shitty leadership - period. Will have to admit I’m a bit triggered by folks like me - with 15+ years of experience and $300K+ salaries - who find it acceptable to blame their woes on people fresh out of college, instead of taking accountability as leaders for understanding and mitigating project delivery risks. Unbelievable that these incompetent assholes keep getting promoted! Our industry needs to do better.
That’s not how it’s supposed to work at all OP.
OP is the reason good people are driven away. When something goes wrong, it is a leadership failure.
What about the times when work is oversold for getting foot in the client’s door or staffed any xyz analyst from the bench without confirming the right skills for the project.
If OP sounds like your PM look for your next opportunity
Or because the PM didn’t address problems as they occurred to avoid a situation where you have to go into firefighting mode 🤷♀️
I’m a junior consultant and I hope to never have a manager like you or be staffed on one of your engagements. You don’t pay us enough to take this sh*t and we’ll get promoted despite people like you because thankfully the vast, vast majority of M & SMs I’ve worked with and know understand that it takes a good team and not individual heroics for successful engagements.
Great leadership post OP. Pass success down the ladder and push failure up the chain. Projects don't fail because of one bad analysis they fail because of one poor SM like you.
OP - again, I totally disagree. If every consultant was 100% responsible for their own career and development, we’d be pretty limited. It’s YOUR responsibility (and mine, as a PL) to develop our teams and make them great. Will some be better than others? Of course. But if they’re not all better for having worked with us, we’ve failed in a key aspect of our job
Just no! You are so wrong OP, and unfortunately I've dealt with enough "leaders" like you during my career. I am getting promoted this year to SM and I've learned "what not to do" from SMs such as yourself.
The most important asset of our Industry is our people. I am thrilled that my SCs and Cs constantly ask to be on my projects and they are all rockstars.
EY1 - if I were a junior person staffed under OP, I would strive to maintain my positivity and deliver the best results possible for the client - that’s the short term optimization. Unfortunately life sometimes deals us crappy hands and we have to cope.
In the long term, I would 1) go out of my way to never work for this person again and 2) more importantly, use OP’s abusive and incompetent behavior to form a sort of “anti-role model” for when I’m in a leadership position. Some of the shittiest bosses I’ve had in my career have had the strongest influences on my development - I go out of my way to be nothing like them.
Why isn’t OP back here responding to all these people disagreeing with him(her?). Tell us why we are wrong OP, I love learning new things!
As a junior staff here is my counter- why should we care? If we do a good job, you will pile on 10x more work because show competence which as you admit is hard to come by. It doesn’t matter how much work we do, you will always push for more. What is our reward for being a “rockstar”? An additional 3 percent raise at year end? A good reputation that possibly maybe if all conditions allow it might lead to a 1 year early promo to manager 4-5 years down the line? We observe these types you mention who coast along, then leave after two years for a much higher paying job elsewhere. What is our incentive to stay and kill ourselves in consulting?
...is this part of a thread I missed?
Hey, OP?
If you structured the project so that a single junior team member could put it off the rails, you did it wrong.
If, having made someone junior so crucial without vetting them properly to know that they were qualified, you did it wrong.
If, having made someone so junior who was an unknown quantity so crucial, you failed to catch when things started going wrong so that you could address the problem, you did it wrong.
If, having done all that, you didn't take responsibility for the fact that you are there to lead, mentor, and guide, you did it wrong.
D1 and SA, totally agree. Let's flip this post around and state how to deal with a terrible manager like OP. First thing is DO (short term) suck it up with a smile. Document everything they do wrong or wasteful and next conversation with your counselor, start innocently about how the project isn't going well and how the manager doesn't seem to know what their doing citing a few examples.