Bad Managers at Ortho McNeil

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It i sad to see that Johnson and Johnson adheres to management like this. They are suppose to be a Reputable company. As long as this keeps up there repuytation is S*&( in my book.
 




I wish someone would tell my manager (and those like him) that just because the voicemail system gives him 2 minutes to leave a message, doesn't mean he is required to use each second of the 2 minutes on every message. How many times does he need to say the same mundane stuff during that 2 minutes? He really should jot his meesage on a piece of paper and say what he needs to say 1 time and one time only! Small detail but so irritating!
 




Anonymous said:
I wish someone would tell my manager (and those like him) that just because the voicemail system gives him 2 minutes to leave a message, doesn't mean he is required to use each second of the 2 minutes on every message. How many times does he need to say the same mundane stuff during that 2 minutes? He really should jot his meesage on a piece of paper and say what he needs to say 1 time and one time only! Small detail but so irritating!
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.. As is repeating the ENTIRE message content that's about to be forwarded in the attached message.
 




Anonymous said:
I wish someone would tell my manager (and those like him) that just because the voicemail system gives him 2 minutes to leave a message, doesn't mean he is required to use each second of the 2 minutes on every message. How many times does he need to say the same mundane stuff during that 2 minutes? He really should jot his meesage on a piece of paper and say what he needs to say 1 time and one time only! Small detail but so irritating!
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quit crying lady.
 




















All the technique and behavior coaching in the world won't make a boss great if that boss doesn't also have a certain mindset.

READ THIS: 12 Things Good Bosses Believe
(Pay attention to #3, 10 & 11).

1> I have a flawed and incomplete understanding of what it feels like to work for me.

2> My success — and that of my people — depends largely on being the master of obvious and mundane things, not on magical, obscure, or breakthrough ideas or methods.

3> Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.

4> One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.

5> My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.

6> I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.

7> I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.

8> One of the best tests of my leadership — and my organization — is "what happens after people make a mistake?"

9> Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.

10> Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.

11> How I do things is as important as what I do.

12> Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.
 








B.C. Forbes said:
See Johnson & Johnson Company Board > [thread]: "Credo". Good piece about organizational mediocrity.
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5 Ways to Ensure Mediocrity in the Organization
by Liz Ryan May 17, 2010

The recession is no excuse for ignoring, misusing, or demeaning talent. But hey, if that's what you really want to do, follow these suggestions. As one management consultant told me: "The average company takes better care of its copiers than it does its talent."

Many chief executives use the tough competitive environment as a handy excuse to put off salary increases, tighten the screws on performance, and generally drop any pretense of creating a human-centered workplace. But the tough-economy picture has two sides.

Only those companies that make the effort to keep their employees productive by treating them decently can expect to see continued productivity gains. Much of the workforce has tuned out, waiting for a more welcoming job market to make career moves. Those organizations that haven't wavered on their commitments to flexibility, recognition of talent, and transparent leadership will keep A-list players on board as the job market improves. Their competitors may be wishing they'd paid a little more attention to employee TLC as employees start peeling off for greener pastures.

Here are five of the most insulting leadership practices, the ones that virtually guarantee a business will end up with the most self-esteem challenged, optionless team members when the dust settles.

1. If you desire a mediocre workforce, inforce a sense with the employees know you don't trust them.

Nothing spells "You're dirt to us" like a corporate culture that screams, "We don't trust you as far as we can throw you." I refer to company policies that TRACK Call plan frequency, and every keystroke and change of URL in case a molecule of nonwork-related activity squeaks into the workday. When employees know they're not trusted, they become experts at "presenteeism"—the physical appearance of working, without anything getting done. Congratulations! Your inability to trust the very people you've selected to join your team has cost you their energy, goodwill, and great ideas.

2. If you want to drive talented people away, don't tell them HOW they shine.

Fear of a high-self-esteem employee is prevalent among average-grade corporate leadership teams. Look how hard it is for so many managers to say, "Hey Bob, you did a great job today." Maybe it's a fear that the bit of praise will be met with a request for a pay raise. Maybe it's the fear that acknowledging performance will somehow make the manager look weak. Whatever the reason for silence, leaders who can't say, "Thanks—good going!" can plan on bidding farewell to their most able team members in short order.

3. If you prefer a team of C-list players, keep employees in the DARK.

Sharp knowledge workers want to know what's going on in their organizations, beyond their departmental silos. They want some visibility into the company's plans and their own career mobility. Leaders who can't stand to shine a light on their firms' goals, strategies, and systems are all but guaranteed to spend a lot of money running ads on Monster.com. Marketable top performers want a seat at the table and won't stand for being left in the dark without the information they need to do their jobs well.

4. If you value docility over ingenuity, shout it from the rooftops.

How fearful of its employees would a leadership team have to be to forbid people to gather together to solve problems without permission? The most desirable value creators won't stick around to be treated like children. They'll hop a bus to the first employer who tells them, "We're hiring you for your talent—now go do something brilliant."

5. If you FEAR an empowered workforce more than you fear the competition, squash any sign of individualism.

When you go to college, you learn about Economic Man, but in the corporate workplace we see that real people don't always act rationally. Lots of individual managers and plenty of leadership teams fear nothing more than the idea that a self-directed employee might buck authority. That's equivalent to shaking the organizational power structure to its foundation, possibly a fate worse than death.

Leaders who want the most docile, sheep-like employees more than the smartest and ablest ones create systems to keep the C players on board and drive the A team out the door. They do it by instituting reams of pointless rules, upbraiding people for miniscule infractions and generally replacing trust with fear throughout their organizations.

Companies that operate in FEAR mode will never deliver great products and services to the marketplace. Their efforts will be hamstrung by their talent-repelling management practices.

How long will it take these enterprises to figure out they're shooting themselves in the foot? It doesn't matter—you'll be long gone by then.

Liz Ryan is an expert on the new-millennium workplace & a former Fortune 500 HR executive.
 




Some Bosses Live in a Fool's Paradise
7:03 AM Thursday June 3, 2010 by Robert I. Sutton |

This post is about the first belief: "I have a flawed and incomplete understanding of what it feels like to work for me."

One thing that makes organizations dysfunctional is that bosses so often lack self-awareness. They're out of touch with their effect on their people and not in tune with what it feels like to work for them. Here are 3 of the biggest, and most deeply human, forces conspiring to make people in charge so clueless.

1. Bosses (DMs, RBDs) are, like everyone, self-deluding. All human beings tend to be poor judges of their own actions and accomplishments. We suffer from "self-enhancement bias," whereby we believe we are "better than the rest" and have a hard time accepting or remembering any evidence to the contrary. In one study, for example, 90% of drivers reported that they had "above average" driving skills. In a US College Board survey of nearly a million high school seniors, 70% claimed "above average" leadership skills; only 2 % believed they were "below average." Worse yet, research by Cornell's David Dunning and his colleagues shows that it's the most deeply incompetent people who make the most inflated self-assessments. Bosses aren't immune to this. It turns out that followers, peers, superiors, and customers consistently provide better information about a boss's strengths, weaknesses, and quirks than the boss him or herself. This showed up in a study of naval officers, where peer ratings were found to be good predictors of which officers would receive early promotions — but self-evaluations did not. Fancy yourself as the rare boss who sees yourself as others do? Beware: most people are confident that they make more accurate self-assessments than their peers. Unfortunately, that's just another form of self-aggrandizement.

2. Bosses are naturally heedless of subordinates. When someone is put in a position of power, subordinate members of the group watch that individual very closely for any sign of a shift in behavior or mood. (Research shows this begins with baboons, as this post explains). But the attention is not reciprocated. To the contrary, the leader turns remarkably oblivious to what the underlings do, and instead, attends to personal needs and desires — and to the next rung of the hierarchy, focusing on what the next higher boss is saying and doing. Elsewhere, I've called this combination of overattentive subordinates and inattentive bosses "the toxic tandem." As Princeton psychologist Susan Fiske discovered in her workplace research (reported in American Psychologist), "Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa." Fiske suggests this happens because (like our fellow primates), "People pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power."

3. Bosses are insulated from reality. As Jeff Pfeffer and I reported in Hard Facts, extensive research proves that people routinely "shoot the messenger." Bearers of bad news, even when they aren't responsible for it in any sense, tend to be blamed and to have negative feelings directed toward them. The result is the "Mum Effect": subordinates with good survival instincts soften bad news to make it sound better, or avoid passing it along to their bosses at all. Therefore, in a steep hierarchy it is a happier and happier story that reaches the top ranks. Our most disturbing example came courtesy of physics Nobel Laureate Richard Feynman after his investigation of the 1986 explosion of the space shuttle Challenger. He said he'd asked a group of engineers to estimate the probability that the shuttle's main engine would fail, and their estimates ranged from 1-in-200 to 1-in-300. But when he asked the head of NASA to make the failure-rate estimate, the answer he got was 1-in-100,000. Feynman pointed to this as an illustration of managerial isolation from reality, a problem he believed to be rampant throughout NASA.

When you consider just these 3 tendencies, you begin to appreciate how easy it is to be a terrible boss.

At the same time, you glimpse one of the keys to leading well. A hallmark of good bosses — and I define those as bosses who get stellar performance from their teams while displaying great humanity — is that they are highly cognizant of these dangers. They realize their followers watch, analyze, and react to just about everything they say and do. And they devote real energy to reading expressions, noting behaviors, and making constant adjustments to help their people think independently and express themselves without reservation.
 




I've consulted to almost every major pharm company in Canada and the US over the past 25 years, and have met just about every kind of manager that exists. Some have been fabulous and, sadly, too many have not really been that good.Too bad so few ever adhere to what I call the "Always" Rule:

Always tell the absolute truth, even if it doesn't put you in the most glorious of lights.

Always remember that your reports put you on the management pedestal upon which you now stand, and they can knock you off it just as easily.

Always quell rumors with truth, especially when it comes to personnel matters. No one likes living with looking over their shoulder.

Always listen what your reports have to say; don't just mindlessly hear them and automatically put what they have to say in the category of mindless babble.

Always remember your reports have a personal life; make sure they have time for it. If they're unhappy or worried away from the office, they're hardly going to be able to give you their best on the job.

Always ask your reports how they'd solve a problem. They're usually closer to it than you are, and very likely understand it a whole lot better than you do.

Always back up your reports, so long as you honest believe they're right. Fear for your personal glory and reputation won't do bupkus for your relationship with them.

For what it's worth, that's my take on the issue ...
 




Anonymous said:
I've consulted to almost every major pharm company in Canada and the US over the past 25 years, and have met just about every kind of manager that exists. Some have been fabulous and, sadly, too many have not really been that good.Too bad so few ever adhere to what I call the "Always" Rule:

Always tell the absolute truth, even if it doesn't put you in the most glorious of lights.

Always remember that your reports put you on the management pedestal upon which you now stand, and they can knock you off it just as easily.

Always quell rumors with truth, especially when it comes to personnel matters. No one likes living with looking over their shoulder.

Always listen what your reports have to say; don't just mindlessly hear them and automatically put what they have to say in the category of mindless babble.

Always remember your reports have a personal life; make sure they have time for it. If they're unhappy or worried away from the office, they're hardly going to be able to give you their best on the job.

Always ask your reports how they'd solve a problem. They're usually closer to it than you are, and very likely understand it a whole lot better than you do.

Always back up your reports, so long as you honest believe they're right. Fear for your personal glory and reputation won't do bupkus for your relationship with them.

For what it's worth, that's my take on the issue ...
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I work for Mr. Never who follows the never rule. He talks down to us. He never asks about how our lives are going. He always tells me/us about his many vacations. His calls are quick - to the point that you wonder if he really called. He never has time to drill down on anything. How he was ever put in charge of a district is the part that is so sad. There is nothing that will change the fact that he only cares about one thing and that is himself. He is the least supportive person I have ever worked for and the fact that he is never there -- to listen makes this job lacking.
 




















Anonymous said:
OMG Too funny .. and way typical of this douchebag! KB is a pompous schmuck whose arrogance is off the charts (and totally unwarranted). The funny thing is that he's so smug, but we think he may be borderline retarded. I wonder if he realizes that he has even less friends now than he did growing up. In all fairness, I do not think that he is having an affair -- but he has it hot for her (no need to mention her name, plus everybody in the region knows) in the most obvious way. Worst manager in a company stacked with bad management! Please share more stories!
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What has happened to JNJ? I have NEVER heard of any other Fortune 500 company having such idiots in-charge.
 




Anonymous said:
What has happened to JNJ? I have NEVER heard of any other Fortune 500 company having such idiots in-charge.
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Too much fat, too much bureaucracy: at least two whole layers of management could be peeled off. That would actually be beneficial because then there MIGHT be less job justification and peripheral busy work. Our managers actually think that they contribute to our sales.. in reality they only contribute to the degree that they are willing to get out of the way. Do they routinely ask how they can facilitate your success or ask for your input or feedback? It's not they're fault really - for they most part they are cogs in the system. Thinking outside the box (for real, not just some BS expression), taking initiative, and defending subordinates will get your ass canned here. Until middle and upper management are purged, nothing will change. They make the rules and form the strategy; when their plans don't work, YOU did not implement them correctly. Plans and forecasts are NEVER wrong here.
 




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