Bad Manager

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Nope. ERC will only help build a case against you. They tell your manager everything you say. They are there to protect management form the employees and are paid by Genentech so there is ZERO incentive to assist you.
 






in the real Genentech years, HR was there to protect and help employees. Since Ian came in, they are there to protect management. Great for guys like Ian and Kent but a real morale killer for everyone else. Art and Sue would never have tolerated that stuff and that is why they are gone...
 






One day Ian and team will realize the value of it employees. These new managers are bringing their bad management styles to Genentech when things go wrong blame the employees (not favorites employees) and when thing go well these new managers take all the credit particularly in CBO.
 






Anonymous said:
in the real Genentech years, HR was there to protect and help employees. Since Ian came in, they are there to protect management. Great for guys like Ian and Kent but a real morale killer for everyone else. Art and Sue would never have tolerated that stuff and that is why they are gone...
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That statement is unfounded.
 






Then you were not there when HR was supportive of the employee. I was and I can assure you that when a manager screwed up, they were dealt with. All of the crap that you see now has transpired since Ian and Kent came on board. It may be a function of the overall environment in companies but it did occur at that time.

When did you come to Genentech or are you a converted Rochie?
 






Is the strategy of the company to force people out by making the employees life difficult?. Some of the managers are do that. I have spoken to several people who are facing similar issues with their manager. There is no help the manager are great at blame their employees taking no responsibility for when thing go wrong but are there to take the credit.
 






I have been with Genentech for about 18 months now. I came from another company and this organization was totally foreign to me. The least to say I have been struggling and thought nobody cared or was paying attention. I now am proud to be a part of this organization. My boss rode with me last week and at the end of the day we sat down for a debriefing. I really thought he wasn't concerned about me or my career but I was wrong. He had actually been thinking about me and came up with a plan to help guide me. He has outlined specific tasks and goals for me to obtain and even put times to achieve them by. I really like that he is holding me accountable and will be showing me more individual attention. Now we get to communicate more frequently by email and phone. I was thinking he didn't like me or care but now he is spending more time with me than anyone else on his team. In fact what he came up with to help me even said Performance Improvement Plan as the title or PIP for short as he nicknamed it. We went over the details and I'm excited to say the least. Now I have specific targets to achieve that, as he said, are meant to help me more systematically reach larger goals. He said that he was even holding himself accountable to my success so that is why the HR department was aware of his actions. He said he had failed me but with this tool, that would be a living document, that we would get back on track.

I am so excited and happy to work for an organization like this that would put this type of ongoing training and development into their people.

Life is good again
 












Anonymous said:
Is the strategy of the company to force people out by making the employees life difficult?. Some of the managers are do that. I have spoken to several people who are facing similar issues with their manager. There is no help the manager are great at blame their employees taking no responsibility for when thing go wrong but are there to take the credit.
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It's a little hard to read your post. We're you drunk when you posted it?
 












Anonymous said:
Is the strategy of the company to force people out by making the employees life difficult?. Some of the managers are do that. I have spoken to several people who are facing similar issues with their manager. There is no help the manager are great at blame their employees taking no responsibility for when thing go wrong but are there to take the credit.
Click to expand...

This has beem going on for many years within Roche legacy. HR protected management. I was in the southeast region years ago with that bloated idiot RSM Bill Sweeney. He intimidated his managers into this type of management style and the morale declined along with sales. The weak managers like Eubanks, Long, Lowe and Robinson willingly complied, and even the competent Santilices fell into line with Sweeney's bullying directives. Lots of good, solid reps were targeted to be managed out. Fortunately Genentech got rid of Sweeney at their first opportunity. He's struggling somewhere now trying to develop his own "sales consulting" business( what a joke!). The working environment under his leadership was toxic. I've yet to meet the first person who respected or even liked him.
 






First of all Bill was an RSD, not an RSM. Next, If you were a mere rep, you really wouldnt know much about Bills "style" as you are too far removed, and would rarely have the opportunity to see him interact with his DMs. Next, if you think Bill was a bully, you obviously know not of what you speak; no one that spent a day in a meeting with him and him DMs would call him a bully.

Why smear the names of people anonymously. Bill was highly regarded (even served as interim NSD for a year, and was let go for the same reason that 99% of the rest of primary care of let go. Boniva went off patent, and taspoglutide was pulled in phase III. I personally did not like Bill either, but to simply sully his name just because in pretty low. Shame on you!
 












Anonymous said:
First of all Bill was an RSD, not an RSM. Next, If you were a mere rep, you really wouldnt know much about Bills "style" as you are too far removed, and would rarely have the opportunity to see him interact with his DMs. Next, if you think Bill was a bully, you obviously know not of what you speak; no one that spent a day in a meeting with him and him DMs would call him a bully.

Why smear the names of people anonymously. Bill was highly regarded (even served as interim NSD for a year, and was let go for the same reason that 99% of the rest of primary care of let go. Boniva went off patent, and taspoglutide was pulled in phase III. I personally did not like Bill either, but to simply sully his name just because in pretty low. Shame on you!
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I was at a focus meeting with reps and management to discuss strategies and sales successes. Yes, I did see him bully the Miami manager in a most unprofessional way so don't say I was not present when it happened. I also talked with at least two managers that said the same thing. If the truth hurts, so be it. If there's shame to be had, it's on him. He was let go a year earlier than the final Boniva sales group that was severed. If he was so valuable, why would they do that? Finally, you are the first person I've ever heard say a positive thing about him. By the way....you aren't Bill, are you?
 






Anonymous said:
I have been with Genentech for about 18 months now. I came from another company and this organization was totally foreign to me. The least to say I have been struggling and thought nobody cared or was paying attention. I now am proud to be a part of this organization. My boss rode with me last week and at the end of the day we sat down for a debriefing. I really thought he wasn't concerned about me or my career but I was wrong. He had actually been thinking about me and came up with a plan to help guide me. He has outlined specific tasks and goals for me to obtain and even put times to achieve them by. I really like that he is holding me accountable and will be showing me more individual attention. Now we get to communicate more frequently by email and phone. I was thinking he didn't like me or care but now he is spending more time with me than anyone else on his team. In fact what he came up with to help me even said Performance Improvement Plan as the title or PIP for short as he nicknamed it. We went over the details and I'm excited to say the least. Now I have specific targets to achieve that, as he said, are meant to help me more systematically reach larger goals. He said that he was even holding himself accountable to my success so that is why the HR department was aware of his actions. He said he had failed me but with this tool, that would be a living document, that we would get back on track.

I am so excited and happy to work for an organization like this that would put this type of ongoing training and development into their people.

Life is good again
Click to expand...

You must be dreaming, I would be careful of you manager he is setting you up.
 






Anonymous said:
First of all Bill was an RSD, not an RSM. Next, If you were a mere rep, you really wouldnt know much about Bills "style" as you are too far removed, and would rarely have the opportunity to see him interact with his DMs. Next, if you think Bill was a bully, you obviously know not of what you speak; no one that spent a day in a meeting with him and him DMs would call him a bully.

Why smear the names of people anonymously. Bill was highly regarded (even served as interim NSD for a year, and was let go for the same reason that 99% of the rest of primary care of let go. Boniva went off patent, and taspoglutide was pulled in phase III. I personally did not like Bill either, but to simply sully his name just because in pretty low. Shame on you!
Click to expand...

Interesting to note that you make reference to the poster as a " mere rep" . What an arrogant attitude!
 






Anonymous said:
Interesting to note that you make reference to the poster as a " mere rep" . What an arrogant attitude!
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...But true. If you are a rep, you really do not interact much with anyone much, beyond your DM. Really, how often is a rep in a meeting with an RSD? Once a quarter MAYBE! And in that meetinbg, the RSD is usually on a stage presenting, and the dynamic is one way. The fact is that the posters comments were not only rediculous, but they do not even have the the wherewithal to make them. I worked for Bill for many years, and I can assure you that there were no reps who were consistently at any of our staff meetings, NONE. So there are no reps that can make the comment the the poster made. Yes, reps are the lowest on the pharma totem pole!
 






Anonymous said:
...But true. If you are a rep, you really do not interact much with anyone much, beyond your DM. Really, how often is a rep in a meeting with an RSD? Once a quarter MAYBE! And in that meetinbg, the RSD is usually on a stage presenting, and the dynamic is one way. The fact is that the posters comments were not only rediculous, but they do not even have the the wherewithal to make them. I worked for Bill for many years, and I can assure you that there were no reps who were consistently at any of our staff meetings, NONE. So there are no reps that can make the comment the the poster made. Yes, reps are the lowest on the pharma totem pole!
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Typical reaction I'd expect from management. They have the mentality that they are better in every way than a "mere rep". This is why you get no buy-in to your direction and ideas. A rep doesn't have to be in a meeting with a RSD to know their management style and how they treat people. Their behavior is clearly shown firsthand in interactions at regional meetings and national meetings. Your thought process is, in your mispelled words..."rediculous".

By the way, reps in the management training programs were in staff meetings on a regular basis. Several dropped out because they want nothing to do with the management culture. They would come back to tell the rest of the sales force how arrogant management is. Your posts confirm it is true. Keep it up, you're continuing to make my point for me.
 






Anonymous said:
This has beem going on for many years within Roche legacy. HR protected management. I was in the southeast region years ago with that bloated idiot RSM Bill Sweeney. He intimidated his managers into this type of management style and the morale declined along with sales. The weak managers like Eubanks, Long, Lowe and Robinson willingly complied, and even the competent Santilices fell into line with Sweeney's bullying directives. Lots of good, solid reps were targeted to be managed out. Fortunately Genentech got rid of Sweeney at their first opportunity. He's struggling somewhere now trying to develop his own "sales consulting" business( what a joke!). The working environment under his leadership was toxic. I've yet to meet the first person who respected or even liked him.
Click to expand...

So now its a putdown when someone starts their own company? Bill left Roche as a wealthy man, who owns (outright) a very attractive home on the waterfront in Tampa. Tampa bay literally is right out his back door, boat and all. He was up there in age, and on the verge of retirement anyway. It also helps that he received a massive golden parachute in the end. I say amen to a man who worked hard, retires wealthy, and starts his own company just to have something to do. Isnt that the position you want to be in?
 






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