Bad Managers at Ortho McNeil

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It's so classless to put an innocent person's name on this site. Whoever typically writes nasty things about someone, is probably BITTER or Jealous! Grow up and have some class. If you want to put initials, go all out, but NEVER write someones name on here.
 




This whole thread is classless indeed as this website is. But is there any thing more classless than RBD or management gossuiping and putting down peoplle who have left the company. Those who left the company have closed the j and j chapter and have moved on. I suggest you do the same. S T GET THE HINT!!!!!!
 




I REPEAT -- Here are some ways to get our DMs turned around

1. DON'T get angry. "Getting angry is easy. Anyone can do that.

2. DON'T be cold, distant, rude or unfriendly. Especially in difficult times, employees take cues from their immediate supervisors and need to hear from them.

3. DON'T send mixed messages to your employees so that they never know where you stand. Too many messages and initiatives just confuse and alienate people.

4. DON'T BS your team. This includes saying things that you don't believe in. This includes hiding information and just plain lying. By the time each of us is in our early 20′s, we have all developed very well-tuned BS detectors.

5. DON'T act more concerned about your own welfare than anything else. Your success will come through the success of your team.

6. DON'T avoid taking responsibility for your actions. You are the boss. As such, you are accountable and the buck stops with you.

7. DON'T jump to conclusions without checking your facts first.

Now here are the DOs, which are even more important than the don'ts...

8. DO what you say you are going to do when you are going to do it. There is no better way to communicate the message that you are accountable for your promises and that everyone in your company should be accountable as well.

9. DO be responsive (return phone calls, emails). As a manager, your team can be considered to be your customer. You want your sales team to punctually respond back to customer requests, so you should do the same.

10. DO publicly support your people. Your disagreements and disappointment with your employees can be communicated later and in private. <<Nothing appears so hollow as your attempt to blame your team for failures.>>

11. DO admit your mistakes ...and take the blame for failures.

12. DO recognize your team. "You can never underestimate the power of simple recognition for a job well done."

13. DO ask and listen. Some of the most dangerous words for a manager to ever say include: "But, you just don't understand…" "Because I said so…"

14. DO smile and laugh. Have some fun. But, be genuine; programmed fun and faked laughter is worse than doing nothing. When appropriate, laugh at yourself; it will humanize you.
 




The above is all really good. I really like #14 "humanize you" . No one at this company is human. Ur a bunch of plastic people. Barbie has more feelings, personality, and charm than do amy one at priLOSER does!
 




















Anonymous said:
WM is by far one of the managers at PriCara that could use some coaching with his management skills. You work in Connecticut and NY. I will not say your name on this board. The people that work for you and in your area all know who you are and I will be respectful and spare you any embarrassment.

What I will say is this... You did absolutely nothing for me when I worked for you. I was in a bad situation. You closed your eyes for nearly a year as if nothing was wrong. Did you ask me just once "How are you doing?" "Are you ok?" "Is there anything I could do to help you?"
NO!

Instead, you ignored it. As a manager you failed miserably. The company lost a loyal employee who would have done anything to work through the situation or any obstacle if you had shown one bit of empathy. If it was one of my other managers it never would have happened and the problem would have been fixed.

To my ex-teammates. Thank you all. If it weren't for all of you I probably would have totally lost my mind. You offered advice at times and other times you were just there to lend an ear and listen. I have the deepest respect for all of you.

To my RBD TC..... you showed more empathy than WM ever would have shown. I thank you for that and having a listening ear during my troubleing times.

In any event, I should probably be thanking you (WM) for what you did and the hell that you put me through. I lost a lot of weight, look good, have the most unbelieveable job that I could never have imagined in my wildest dreams.

I just hope that upper management is able to see you for who and what you are. I think you might need a refresher course in management development. Perhaps you could take my spot. You kicked me out. REMEMBER? Did you even think of backing me up? Again, failure on your part to fight for YOUR reps.

This experience has made me a better person. I am stronger, smarter and better for it. I only wish that it had done the same for.

I have no animosity and wish you the best. This was just something that I needed to get off my chest. Perhaps I should have called you but decided against it. I wanted to choose my words carefully.

All the best for a happy, healthy and prosperous 2001. I know it will be a great year for me!
Click to expand...

hey look at the bright side, if you would have stayed any longer, WM would have eaten you..Has that guy looked in the mirror latley?
 












10 Rules for building great teams --
RULE NO. 1: Put the TEAM FIRST

Peter Drucker, the legendary management consultant and author says this about teamwork:
"The leaders who work most effectively, it seems to me, NEVER say "I."

And that's not because they have trained themselves not to say "I." They don't think "I." They think "we;" they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "WE" gets the credit...This is what creates TRUST, what enables you to get the task done."

The bottom line is that it's easy for any organization to say..."WE value teamwork." However, saying it versus committing to the principles to grow it can be two different things.

Rule #1...Put the team FIRST.
Excerpt from -- Pulling Together: The 10 Rules for High Performance Teams
by John Murphy

At the center of every high performance team is a common purpose - a mission that rises above and beyond each of the individual team members. To be successful, the team's interests and needs come FIRST. This requires "we-opic" vision ("What's in it for we?"), a challenging step up from the common "me-opic" mind-set.

Effective team players understand that personal issues and personality differences are secondary to team demands. This does not mean abandoning who you are or giving up your individuality. On the contrary, it means sharing your unique strengths and differences to move the team forward. It is this "we-opic" focus and vision - this cooperation of collective capability - that empowers a team and generates synergy.

Cooperation means working together for mutual gain - sharing responsibility for success and failure and covering for one another on a moment's notice. It does not mean competing with one another at the team's expense, withholding important data or information to be "one up" on your peers, or submitting to "group-think" by going along so as not to make waves. These are "rule breakers," that are direct contradictions to the "team first" mind-set.

High performance teams recognize that it takes a joint effort to synergize, generating power above and beyond the collected individuals. It is with this spirit of cooperation that effective teams learn to capitalize on individual strengths and offset individual weaknesses, using diversity as an advantage.

Effective teams also understand the importance of establishing cooperative systems, structures, incentives and rewards. We get what we inspect, not what we expect. Think about it. Do you have team job descriptions, team performance reviews and team reward systems? Do you recognize people by pitting them against standards of excellence, or one another? What are you doing to cultivate a team-first, cooperative environment in this competitive, "ME-opic" world?

To embrace the team-first rule, make sure your team purpose and priorities are clear. What is your overall mission? What is your game plan? What is expected of each team member? How can each member contribute most effectively? What constants will hold the team together? Then stop and ask yourself, are you putting the team first?

Pulling Together captures the essence of teamwork better than any book I've read. It takes what can be a complex topic and presents the ten rules in a way that anyone can understand. If you have each member of your team read it, and then discuss how each rule applies to your organization, your chances of "pulling together" will be greatly improved!
 




*******Engage with your Representatives

*******TAKE AN INTEREST IN THEIR LIFE AND CAREER

*******Stop treating THEM LIKE A J&J WIDGET

GOOGLE'S QUEST TO BUILD A BETTER BOSS
By ADAM BRYANT New York Times March 12 2011

IN early 2009, statisticians inside the Googleplex here embarked on a plan code-named PROJECT OXYGEN. Their mission was to devise something far more important to the future of Google than its next search algorithm or app.

They wanted to build better BOSSES. So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints.

Later that year, the “people analytics” teams at the company produced what might be called the 8 Habits of Highly Effective Google Managers.

Now, brace yourself. Because the directives might seem so forehead-slappingly obvious — so, well, duh — it’s hard to believe that it took the mighty Google so long to figure them out:

“Have a clear vision and strategy for the team.” “Help your employees with career development.” “Don’t be a sissy: Be productive and results-oriented.”

The list goes on, reading like a whiteboard gag from an episode of “The Office.”

“My first reaction was, that’s it?” says Laszlo Bock, Google’s vice president for “people operations,” which is Googlespeak for human resources.

But then, Mr. Bock and his team began ranking those 8 directives by importance. And this is where Project Oxygen gets interesting. For much of its 13-year history, particularly the early years, Google has taken a simple approach to management: Leave people alone. Let them do their stuff. If they become stuck, they’ll ask their bosses, whose expertise propelled them into management in the first place.

But Mr. Bock’s group found that expertise — abilities — ranked DEAD LAST among Google’s big 8. What employees valued MOST were even-keeled bosses who made time for 1-on-1 meetings, WHO CARED, who helped people puzzle through problems by asking questions, NOT dictating answers, and who took an interest in employees’ lives and careers.

“In the Google context, we’d always believed that to be a manager, you needed to more expert than the people who work for you,” Mr. Bock says. “It turns out that that’s absolutely the LEAST important thing. It’s important, but pales in comparison. Much more important is just making that CONNECTION, being accessible & REALLY CARING.”

“You don’t actually need to change who the person is,” he says. “What it means is, if I’m a manager and I want to get BETTER, and I want more out of my people and I want them to be happier, 2 of the most important things I can do is just make sure I have some time for them and TO BE consistent. And that’s more important than doing the rest of the stuff.”

[EXACTLY LIKE THE BASICS OF GOOD PARENTING]
 








I couldn't agree more! BG in the N.E. is a "real piece of work". There have been some DM's that have worked for him over the past couple of years that have left, been let go, or demoted, why has he not be axed! He walks around sales meetings like he actually does something for this region. Hey Corporate, start looking from the top down instead of the bottom up and make some changes.
 
























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