{ "media_type": "text", "post_content": "Why is the only advice I've heard on dealing with bad mgmt on a project, \"suck it up or roll off\"? It's 2018, is that the best we can do?? Office politics and hierarchy are bad for business! Thoughts?", "post_id": "5b732320b539950013915d60", "reply_count": 24, "vote_count": 11, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

Why is the only advice I've heard on dealing with bad mgmt on a project, "suck it up or roll off"? It's 2018, is that the best we can do?? Office politics and hierarchy are bad for business! Thoughts?

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THANK YOU IBM 1. I'm just looking for some optimistic advice. It's like people are scared that if you give struggling analysts any validation, we'll come together to revolt against management. I'm junior, but that is not synonymous with lazy, naive, and lacking any awareness. I'm just trying to navigate a difficult and frustrating situation. Am I the only one who thinks that we should stop accepting that office politics are "how things have to be" and push for a working environment with better communication, humble and open-minded management, and respect for employees at all levels?

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All due respect, but sometimes it isn't just bad management, but inexperienced analysts that need to hang out for a while to understand how the company works and to learn skills. I've had junior team members go over my head and roll off because they said I was a bad manager. My leadership was just happy to have them be someone else's headache because they were ineffective, lazy, unwilling to learn, and caused problems. I'm not saying that this is every case that you see on here, but assume that we're only hearing half of the story. And if you're the one seeking advice, make sure you're doing everything that is expected of you before blaming it on leadership.

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I do recognize OPs sentiment. The community is very quick to assume problem is OP instead of offering advice.

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AMENDMENT: I'm told to "suck it up," "roll off" or that there's a very reasonable explanation for the "bad management." Likely that I just don't understand the pressure my manager is under or that I'm not living up to expectations. Let's just assume, for the sake of this post, that it is bad management. OR that the supervisor is the one who is ineffective, lazy, unwilling to learn, and causes problems. The latter is the situation I'm in, but my manager's supervisor has never been to the client site and is based on another continent. Why is there no accountability at a more senior level? I have great reviews from the client, but my manager is throwing me under the bus.

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Office politics is inherent in ANY organization. We're all humans with our own working style and motives. Learn to navigate it because you will never escape from it.

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It’s a fine line to walk and there is a difference between poor and unethical management. If the issue is with one person in particular, sometimes just dealing with it as best you can, chalking it up to experience and moving on is the right thing. If M is throwing you under the bus try to build relationships with other M/SMs on the account t to show you are competent. You can’t control how others behave but you can control your reaction to it. Yes bad managers exist; they are sometimes kept on because they serve a need for the person above them. Sometimes it catches up with them; sometimes they fail upwards. All you can do is work through and around the challenges in a way that you feel comfortable with. Best of luck to you

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Accenture 1, can I have some advice on how to play the game then? My manager is not super sharp and is somewhat lazy, but he thinks that he's doing great. He's really combative and takes everything as a challenge. I have very good reviews from the client, but got an average review from my manager. I kid you not, I was criticized for growing in my role and working too hard (For everyone who is about to jump down my throat, I know it sounds crazy, but it's true. As my manager is lazy, he viewed my additional work as a transitive burden on him). My client keeps offering me more responsibility, but every time I tell my manager about it, he gets mad and tells me to say no. There is an MD who owns our contract, but he's based on a different continent and he's never been to the client site or worked on the project. There's no one else on the team. It's a small project. I recently tried to respectfully raise some of my concerns about having my growth opportunities limited, and my manager just went back and forth between saying I'm lying and that I just need to accept the hierarchy. How do I deal with both his bad attitude and the compromised growth opportunities?

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It's called work relationship. Just like at home, both sides need to work on it.

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OP I'm not putting the blame on you. I'm just saying sometimes you can't win with just sheer desire for change. You have to know how to play the game too. You will run into these types of people again down the line and they will be on the client side.

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Suck it up. Nothing is more respected than an analyst to can handle crappy superiors. Being able to thrive in that environment is a skill few posess

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OP I’m in a somewhat similar situation and I have the same questions for you but no easy answers. Frankly I think the issues are bigger than the firm; these are issues of who owns the means of production and that’s only going to get corrected at the ballot box. For example a federally-funded locally administered job guarantee would alleviate poverty and empower private sector workers.

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Analysts Revolution 2018! And OP, I agree we should start to push back for better working environments instead of just accepting it. It is just a lot harder than you would think; I try to do my little part when I can but it’s like navigating shark infested waters because you don’t want to be billed as the Manager that doesn’t know how to play the game. It doesn’t help you put food on the table :)

OP how close are you with the MD? Do you ever get the chance to talk to him/her? Maybe it's time for a 1:1 with the MD if your team is truly just you and the manager. Start with the good aspects of the role - that you're learning a lot, that you've developed a good relationship with the client, that the client gives you more work and opportunities to grow, then bring up your concerning points about the manager. Bring specific examples. Approach it with a lense of "I'm open to feedback, I want to learn how to better work with my manager, can you help me?"

Start documenting everything if you haven't already. Example: "Hi [Manager], I thought a little more about our discussion yesterday about why you think we shouldn't do abc for the client. Could you help me understand a bit more? I believe we should do abc for the client bc of xyz reasons. I have a good relationship with [client] and i think that it would bring value to them. And I'm up for the challenge. Otherwise, I have a few more ideas and I would love to get your thoughts on them or anything else you think I can do to grow in my role." and then BCC the MD

Accenture 1, we don't get to speak with the MD very often. 15-30 minute update calls every other week. But I've also had three 1:1 meetings with him and he's gotten good feedback on my performance directly from the client. I am interested in speaking with him, but I'm not sure how transparent I can be about my struggles. I need to make it clear that it's not just a simple misunderstanding or my fault. As we've seen in this thread, people are quick to assume that you're the problem or that you're blowing things out of proportion. What exactly do I say to ensure the message is received without me looking like a tattle or a whiner?

Again I would approach and start the conversation with "1) I'm learning 2) I'm open to feedback 3) I see a few opportunities to grow that i would like advice on how to SHOW that value to my manager 4) Can you help me?" Then go into the good aspects of of your role, then provide specific examples of your ideas (opportunities for growth that the client gave you) and why you think you should do them. Then talk about the reasons why your manager is opposed. Ask the MD for his/her thoughts. My general rule of thumb is to be yourself, be honest, but try to bring out more of the positives and show that you are willing to learn and are open to feedback. You just want to learn to work better with your manager, maximize value for your client, and grow in your role.

Focus more on that this is a learning opportunity for you rather than highlighting your managers negative qualities.

it's because we are consultants. anytime you have bad management you can finish the project and then never have to deal with them again. Its not like other jobs where you can have same manager 5-10 years where you actually have to confront bad management.

Good things end and thankfully so do bad things. This too shall past.

One more thing to consider @OP is are the things the client’s asking you to take on in scope? Not assuming you’re in the wrong, but it’s another point to consider. Depending on history with an account sometimes I’ve had leaders take a hard line if clients have a history of trying to get something for nothing.

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