Bad Managers at Ortho McNeil

[Anonymous]

Are we talking about Matt Hanvy?

My guess is KB. He defines this thread.

 

[Anonymous]

Is Phyllis J. still a DM with the company?

 

[Anonymous]

The Atlanta mgrs were unbelievable. All of them and the regional. You could write a book about the stunts they pulled for many years...OMG it was a nightmare.

 

[Anonymous]

Amen!

JNJ DMs are selected for their self-absorbed qualities.



******

 

[Anonymous]

7 Things that would improve ALL PriCara District Managers:

1. Apologize (learn how)
If you make a practice of looking for your wrongs and working to set them right you’ll be viewed not only as a strong individual, but also as a great leader.

2. Defer to others (Yes, other people know how too)
Passing the baton frees you up to offer needed guidance to even more talented people who will respect your strength and credit you with helping their ideas come to life.

3. Avoid shortcuts (Plan ahead)
As you’re making sure doing great doesn’t get in the way of getting things done, make sure to protect against temptations to take shortcuts.

4. Tell the truth (OMG, this would be something)
Telling the truth from the get-go will help you avoid situations in which not telling the truth could mean the end of your credibility.

5. Offer kindness (the genuine kind)
Kindness offered just because -- it is the sort of kindness that changes a company.

6. Offer to take the shortest straw (be brave)
When an unwanted project or difficult punishment is up for grabs, offering to take it shows you’re strong enough to take anything in stride.

7. Share credit and be public in your gratitude (Two way streets)
Sharing credit and thanking others for their contributions in public adds to the view that you’re a value-added sort of person.

 

[Anonymous]

7 Things that would improve ALL PriCara District Managers:

1. Apologize (learn how)
If you make a practice of looking for your wrongs and working to set them right you’ll be viewed not only as a strong individual, but also as a great leader.

2. Defer to others (Yes, other people know how too)
Passing the baton frees you up to offer needed guidance to even more talented people who will respect your strength and credit you with helping their ideas come to life.

3. Avoid shortcuts (Plan ahead)
As you’re making sure doing great doesn’t get in the way of getting things done, make sure to protect against temptations to take shortcuts.

4. Tell the truth (OMG, this would be something)
Telling the truth from the get-go will help you avoid situations in which not telling the truth could mean the end of your credibility.

5. Offer kindness (the genuine kind)
Kindness offered just because -- it is the sort of kindness that changes a company.

6. Offer to take the shortest straw (be brave)
When an unwanted project or difficult punishment is up for grabs, offering to take it shows you’re strong enough to take anything in stride.

7. Share credit and be public in your gratitude (Two way streets)
Sharing credit and thanking others for their contributions in public adds to the view that you’re a value-added sort of person.

My DM treats guys MUCH better than females. He can't talk to women. But he can always sit off to the side and joke and talk sports with 'the guys'. It is obvious that he doesn't like me. As a result, my job is much more challenging.

Why would Johnson & J promote a manager who is NOT women friendly? Why??

 

[Anonymous]

My DM treats guys MUCH better than females. He can't talk to women. But he can always sit off to the side and joke and talk sports with 'the guys'. It is obvious that he doesn't like me. As a result, my job is much more challenging.

Why would Johnson & J promote a manager who is NOT women friendly? Why??

Because he is GAY.....and the company doesn't want any flack about it! LOL

 

[Anonymous]

Secret to great management ---

“Pretend that every single person you meet has a sign around his or her neck that says,
'Make me feel important.' ” -Mary Kay Ash (1918–2001)

Hey DMs ****
****Do your know how important your Reps are?

 

[Master of none]

Just heard my piece of sh-it, women hating manager is trying to INTERVIEW out of Pricara management.

Only reason I don't call HR on him is that I don't have time to get sucked into the firestorm -- tempting as it is since I keep a journal on his numerous slip-ups.

Advice to JNJ. Clean house of your out-of-bounds manager you suspect to be a liability. It will save JNJ lots in the end.

Yours truly, Master of none & rep for all

 

[Anonymous]

Just heard my piece of sh-it, women hating manager is trying to INTERVIEW out of Pricara management.

Only reason I don't call HR on him is that I don't have time to get sucked into the firestorm -- tempting as it is since I keep a journal on his numerous slip-ups.

Advice to JNJ. Clean house of your out-of-bounds manager you suspect to be a liability. It will save JNJ lots in the end.

Yours truly, Master of none & rep for all

my dm is on the brink of self destruction as well. he tells me private info on other reps and dm's whether in my region or not. he needs to watch what he says....someone not as nice as me might have called hr by now. he sometimes makes racially inappropriate comments....not good.

 

[Anonymous]

my dm is on the brink of self destruction as well. he tells me private info on other reps and dm's whether in my region or not. he needs to watch what he says....someone not as nice as me might have called hr by now. he sometimes makes racially inappropriate comments....not good.

I wish I knew who your manager is, sounds just like mine. So inappropriate. Except I find out that he shares info about me to other reps! Keep digging man.

 

[Jack Bogle]

Numbers down? Blame the Rep. Numbers up? It was due to the help of your DM.
It's sad that the most self-serving people end up as in field management at PriCara-less. Why?

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[Charles Dickens]

Numbers down? Blame the Rep. Numbers up? It was due to the help of your DM.
It's sad that the most self-serving people end up as in field management at PriCara-less. Why?

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My Dist. Mngr. is a used CAR SALESMAN.
You can smell desperation on his breath. He chews gum all day long to cover it up.

He tells me everything has to happen TODAY.

He tells me to say, "Write nucynta for ALL your pain patients doctor". I'm sure that is not within indication. Even if patient have other problems and chronic pain ??

 

[Anonymous]

My Dist. Mngr. is a used CAR SALESMAN.
You can smell desperation on his breath. He chews gum all day long to cover it up.

He tells me everything has to happen TODAY.

He tells me to say, "Write nucynta for ALL your pain patients doctor". I'm sure that is not within indication. Even if patient have other problems and chronic pain ??

Pushy closes don't work.
Pushy District Managers don't work either.

 

[Anonymous]

Send post #167 to your DM

 

[Anonymous]

Dist. Mngr.=used CAR SALESMAN.
You can smell his desperation. He chews gum to cover it up.

My DM tells says, "Write nucynta for ALL your pain patients doctor".
Is this our indication?

________________________________________
Dude, call the CREDO HOTLINE now:

Online -- www.credohotline.com or CALL 800-371-2029

Tell them you're not going to identify.
Tell JnJ about your hostile situation and stress.
They will want to know.

 

[Anonymous]

Credo Values

The values that guide our decision making are spelled out in Our Credo. Put simply, Credo challenges us to put the needs and well-being of the people we serve FIRST. (HELLO DMs).

Robert Wood Johnson, former chairman from 1932 to 1963 and a member of the Company’s founding family, crafted Our Credo himself in 1943, just before Johnson & Johnson became a publicly traded company.

This was long before anyone ever heard the term “corporate social responsibility.”

 

[Anonymous]

Credo Values

The values that guide our decision making are spelled out in Our Credo. Put simply, Credo challenges us to put the needs and well-being of the people we serve FIRST. (HELLO DMs).

Robert Wood Johnson, former chairman from 1932 to 1963 and a member of the Company’s founding family, crafted Our Credo himself in 1943, just before Johnson & Johnson became a publicly traded company.

This was long before anyone ever heard the term “corporate social responsibility.”

Let me guess, the employees who actually do the work day in and day out are under a great deal of stress about their job security, benefits and future. Some of those at the top who have made some REALLY bad decisions and don't even know the business GET REALLY RICH from their stock and benefits. Sound right?

 

[Anonymous]

Let me guess, the employees who actually do the work day in and day out are under a great deal of stress about their job security, benefits and future. Some of those at the top who have made some REALLY bad decisions and don't even know the business GET REALLY RICH from their stock and benefits. Sound right?

"A great deal of stress" about j&J pharma job security is an understatement.

 

[Anonymous]

"A great deal of stress" about j&J pharma job security is an understatement.

I can't take it anymore. I just learned that NucER is not happening until late 2011. FDA wants another study to breakdown the data.

What will they do with us?