1. CEO leadership , enthusiasm and clear direction for where company needs to go does not trickle down to the managerial level. some Managers unable to create a vision and direction for team, cant think strategically
2. many managers lack functional expertise and people management skills. Unclear why ICs are promoted to managers ,have direct reports if the only value they add is to pass through instructions and be reactive to leadership demands. Disillusionment and demoralizing behaviour from managers contributing to toxicity - being informed that its easier to get a promotion under a different GM speaks volumes. Its a lie when they say your career growth is in your own hands. Getting promoted is solely at the discretion of your manager and other factors outside of your control. Not objective. If the manager has poor influence and visibility within the org then that impacts an IC from being recognized for promotion. Combine this with manager having poor functional expertise and being generally clueless fosters lack of trust. EVS surveys are not anonymous and having discussion with manager is useless as retaliation is real, intent is thrown out the window when having 1:1 discussions to work through things.
3. you have to learn the game of politics and play the game as many aspects of your career growth, especially for new or mid career, is not objective and depends on many other factors. If you are in a org that doesnt have visibility or where manager has no respect then good luck. Likelihood one can devolve, self doubt and develop mental health issues is very possible.
3. The toxicity has resulted in people competing with each other to gain visibility instead of collaborating toward a common goal.
