Oh so true, not so long ago I was a senior manager with direct responsibility of sales turnover in the several 10's of millions, I was very good at hitting targets, because I'd been in the business for 20 years so understood it (e.g. the experience as Specs has eluded to), my very much younger boss (a director) was always talking in riddles (management speak), and always looking for new ideas "we need some blue sky thinking!" ROTFWL . I don't think I ever saw a new idea that had not been thought of before albeit with a fresh coat of 'Management Speak' paint. But sadly I was only good at producing target busting results, so after a while the genius decided I was not a "team player", you can now understand why I'm now longer in that trade
American owned companies are obsessed with the "young blood", and will happily abandon those with considerable experience and then wonder why it all goes pear shaped
:Salute
Been there seen that scenario a few time myself...
There is another business trend in the same vein which causes more grief than good.... The basic principal works something like this:-
i) You should always be looking to "Move On", "Develop Your Career"
ii) If you have been in the same post for more than 5 years you have stagnated and are no good to the progress of the business.
iii) All young dynamic managers who take up any position must make some changes while they are in that position..
(otherwise there was no need to get the new manager in was there?)
iv) Because of i), ii) & iii) the new dynamic whiz kid manager has to make some significant changes before he moves on within 5 years!
v) During the first year he is just getting to know the ropes so doesn't do much.. try to gain the confidence of the staff meanwhile Manager is deciding what he's going to do.. without any consultation to any of the real staff lower down doing the daily work.
vi) 2nd year in position, manager calls some team meetings, to brainstorm how to "improve" the business. 3 or 4 suggestions are put to all the staff, some are dummy ideas that would never be implemented anyway. plus the one that the manager has already decided he's going to do.
vii) Few days later following the meetings and listening to the staff feedback Mr new manager tell the staff the great new methods of working to be implemented.. (and the cuts and savings this includes!).. convince staff they have just put forward the suggestion that management were going to do anyway.
viii) Any changes made will take 18 - 24months to settle down and bed-in with all staff... While things are still a bit bumpy just keep telling staff. "We are in a time of transition, improvement, streamlining, and we must all pull together and go that extra mile, to implement these changes as smoothly as possible"
ix) During this 18 - 24 months of change there will be a few cost savings to the company...
So Mr new manager gets his fat pay cheque bonus for doing really good!
x) By now its coming to the 4 year mark, so time for Mr manager to look at moving on! can't have him stagnating!! so during the next 8months he is winding down and looking at pastures new.
xi) Its only after manager has left his old role that the changes he implemented prove to be a bad idea and start failing!!!! But Mr whiz kid is all gone and spent his bonus and doing new things elsewhere
xii) So another new manger comes in.....
Go back to point iii) and repeat the cycle endlessly until the company is finally wound down, chopped up and sold off!!!!
:_|
Seen the above cycle numerous times within three national companies! :|
All older experience managers 55+ retired off early or put on gardening leave for a few years.
progress eh!
:C