There’s a sweet spot in the corporate ladder. People at the bottom get the daily grunt work stuff that’s time consuming and repetitive. People at the top end up with competing responsibilities so they spending most of their time in meetings about other meetings and arguing about planning to make decisions. It’s right in the middle where you blend into the background and can spend half your work day in your underwear playing video games. And that’s exactly where I like to live
Until you get too many middle managers vying to climb the corporate ladder. Then it’s all meetings about the meeting in six months, that you’ll need 3x daily meetings to prepare for. After the big meeting you have to do follow-up meetings for the next 6 months until they come up with an idea for another big meeting. All while creating and sending reports about the meetings to other managers and the c-suite. Which then triggers yet more meetings.
Oh and you must have weekly meetings with your subordinates to update them on results of the other meetings. Those meetings can’t be at the same time as the safety meetings (you are doing those weekly right) or the corporate wide meetings that are called at least monthly.
There’s a sweet spot in the corporate ladder. People at the bottom get the daily grunt work stuff that’s time consuming and repetitive. People at the top end up with competing responsibilities so they spending most of their time in meetings about other meetings and arguing about planning to make decisions. It’s right in the middle where you blend into the background and can spend half your work day in your underwear playing video games. And that’s exactly where I like to live
That’s middle managers
Correct
Until you get too many middle managers vying to climb the corporate ladder. Then it’s all meetings about the meeting in six months, that you’ll need 3x daily meetings to prepare for. After the big meeting you have to do follow-up meetings for the next 6 months until they come up with an idea for another big meeting. All while creating and sending reports about the meetings to other managers and the c-suite. Which then triggers yet more meetings.
Oh and you must have weekly meetings with your subordinates to update them on results of the other meetings. Those meetings can’t be at the same time as the safety meetings (you are doing those weekly right) or the corporate wide meetings that are called at least monthly.
👆