How many phone calls does it take to HR before the company fires a RSM?
Manager
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At least, 3 or 4 reps need to cry and complain to HR before anything will begin to happen.
HR is useless. Sitting at their desks all day waiting for someone to give them something to do.
worthless management will remain as long as PF wants them to stay, nothing is done without PFs input, would recommend taking PF to the Svitz with some steaks, cigars and naked babes if you want him to see the light
What about all of the sexism comments the managers make?
My manager plays favorites. If you aren’t a favorite, you better start working on your resume.
My manager is SUCH a micromanager. He has no idea how to sell Rayaldee. His ride alongs make me physically ill.
The team hates him and his spreadsheets. He is oblivious to how the team feels about him. Such a tool. His pet is the only one not looking for a job.
The team hates him and his spreadsheets. He is oblivious to how the team feels about him. Such a tool. His pet is the only one not looking for a job.
dont worry, the feeling is mutual from him and your teammate towards you. they can’t stand you either. please leave opko. you’re embarrassing.
HR is a total joke here . Managers get away with murder. Kirk is an evil rude arrogant dictator that I’m sure Elieen also hates and we are scared to complain because we will be put on a plan. What’s going on here is wrong you are supposed to help people and give them time to become successful not threaten their jobs on a weekly basis . I have been threatened for over a year about this “plan” real companies do 90 days improvments this place gives u three weeks . More jokes takes 3 months to see a script morons
oh you have spreadsheet man ? I had wheelchair girl what’s worse ?? They are all trying to justify their shitty jobs by creating xtra useless work . We all know the real problem is the product is way to expensive ! Spreadsheets won’t fix that but yeah I’ll sit home and do spreadsheets on your time not mine micro manager
Which manager does this remain you of in Opko Renal?
You Can’t Coach the “Uncoachables”!
How do you know someone is uncoachable? How do you distinguish a bad engagement from a good one? How do you detect a lost cause?
As Chris and I both know, the good news is that the “uncoachables” are easier than you think to spot.
Following are four indicators that you are dealing with an “uncoachable”:
1. She doesn't think she has a problem.
This successful adult has no interest in changing. Her behavior is working fine for her. If she doesn't care to change, you are wasting your time! Let me give you an example of a nice woman who didn't think she had a problem. My mother, a lovely woman and much-admired first-grade teacher, was so dedicated to her craft that she didn't draw the line between inside and outside the classroom. She talked to all of us, including my father, in the same slow, patient manner, using the same simple vocabulary that she used with her six-year-olds every day. One day as she graciously and methodically corrected his grammar for the millionth time, he looked at her, sighed, and said, "Honey, I'm 70 years old. Let it go." My father had absolutely no interest in changing. He didn't perceive a problem. So no matter how much, how hard, or how diligently she coached, he wasn't going to change.
2. He is pursuing the wrong strategy for the organization.
If this guy is already going in the wrong direction, all you're going to do with your coaching is help him get there faster.
3. They're in the wrong job.
Sometimes people feel that they're in the wrong job with the wrong company. They may believe they're meant to be doing something else or that their skills are being misused. Here's a good way to determine if you're working with one of these people. Ask them, "If we shut down the company today, would you be relieved, surprised, or sad?" If you hear 'relieved,' you've got yourself a live one. Send them packing. You can't change the behavior of unhappy people so that they become happy: You can only fix behavior that's making people around them unhappy.
4. They think everyone else is the problem.
A long time ago I had a client who, after a few high-profile employee departures, was concerned about employee morale. He had a fun, successful company and people liked the work, but feedback said that the boss played favorites in the way he compensated people. When I reported this feedback to my client, he completely surprised me. He said he agreed with the charge and thought he was right to do so. First off, I'm not a compensation strategist and so I wasn't equipped to deal with this problem, but then he surprised me again. He hadn't called me to help him change; he wanted me to fix his employees. It's times like these that I find the nearest exit. It's hard to help people who don't think they have a problem. It's impossible to fix people who think someone else is the problem.
My suggestion in cases like these? Save time, skip the heroic measures, and move on. These are arguments you can never win!
You Can’t Coach the “Uncoachables”!
- Published on May 15, 2018
How do you know someone is uncoachable? How do you distinguish a bad engagement from a good one? How do you detect a lost cause?
As Chris and I both know, the good news is that the “uncoachables” are easier than you think to spot.
Following are four indicators that you are dealing with an “uncoachable”:
1. She doesn't think she has a problem.
This successful adult has no interest in changing. Her behavior is working fine for her. If she doesn't care to change, you are wasting your time! Let me give you an example of a nice woman who didn't think she had a problem. My mother, a lovely woman and much-admired first-grade teacher, was so dedicated to her craft that she didn't draw the line between inside and outside the classroom. She talked to all of us, including my father, in the same slow, patient manner, using the same simple vocabulary that she used with her six-year-olds every day. One day as she graciously and methodically corrected his grammar for the millionth time, he looked at her, sighed, and said, "Honey, I'm 70 years old. Let it go." My father had absolutely no interest in changing. He didn't perceive a problem. So no matter how much, how hard, or how diligently she coached, he wasn't going to change.
2. He is pursuing the wrong strategy for the organization.
If this guy is already going in the wrong direction, all you're going to do with your coaching is help him get there faster.
3. They're in the wrong job.
Sometimes people feel that they're in the wrong job with the wrong company. They may believe they're meant to be doing something else or that their skills are being misused. Here's a good way to determine if you're working with one of these people. Ask them, "If we shut down the company today, would you be relieved, surprised, or sad?" If you hear 'relieved,' you've got yourself a live one. Send them packing. You can't change the behavior of unhappy people so that they become happy: You can only fix behavior that's making people around them unhappy.
4. They think everyone else is the problem.
A long time ago I had a client who, after a few high-profile employee departures, was concerned about employee morale. He had a fun, successful company and people liked the work, but feedback said that the boss played favorites in the way he compensated people. When I reported this feedback to my client, he completely surprised me. He said he agreed with the charge and thought he was right to do so. First off, I'm not a compensation strategist and so I wasn't equipped to deal with this problem, but then he surprised me again. He hadn't called me to help him change; he wanted me to fix his employees. It's times like these that I find the nearest exit. It's hard to help people who don't think they have a problem. It's impossible to fix people who think someone else is the problem.
My suggestion in cases like these? Save time, skip the heroic measures, and move on. These are arguments you can never win!
Document everything? For what? Like doing this will really help. Where do you think this “document”, if turned in, will end up? Yes, in the Miami landfill.
There are two questions all reps should ask themselves before accepting another job in this industry: "Can I work for this manager?" and "How long will this job last?". The answers to these questions override any others, including compensation and company culture. And often you will not know the answers to these questions until you're on board. The longer you remain in this industry, the more you will understand this to be true.
Then quit already you worthless POS. If you can’t perform nobody wants you here. Finding replacement will never, ever be a problem for anybody paying 100K plus salaries.
That's right they are managers and not leaders!
Be careful. He will put you on a PIP and two weeks later you will be unemployed.
