Concern - moved in restrucure to a junior role (History (Brought in to run…
Concern - moved in restrucure to a junior role
Questioned Scott why?
Critic/mentor/trainer/staff counselor/iron curtin- catch 22
shocked by lack of will to improve anything - 100% focussed on managing fallout
On the surface everything looks fine.
Brought in to run one mine (took a step down). Ran a mining business, consulting, broad background, technical and business accumen - I'm one of the few blues in a buisness dominated by red and greens. Dyslexic advantage
After 18mths started process to get me a GM role in london
RT vs CRA fallout, GI vs RTIO fallout, Darren vs Simon >> I've been the loser
Setup basis for PB and our current product strategy, Production Planning, SPP, Mirfrorball - threat to all the underachievers in the business
Reported to GM's much of time, Often spent long periods as acting management roles to help cover org weaknesses
The dirty was done on me when went through reorganising band roles, I was moved down a band without any notice. Only discovered after I had moved to Marketing - wasnt marketing role to defend
My health issues make it difficult / having to underachieve this past 15 years!
When IA was being disbanded I suggested to Darren I step report to Scott to give him a job and with Peter Rollers immenent retirement then Chris MacMahen could take over his role (at least one hard worker getting an opportunity). The latter never happened - we got the Darren-Scott partnership instead.
What is done to me I am past caring. Remanants within the team do care though and it is not healthy for them me being around as a symbol of how the business rewards the high achievers. But for the sake of the group you need to have a strategy to improve.
Problem majority of senior mgt totally out of their depth across RT
Organisation structurally complex
Inability to connect laterally is a rapidly diminimshing skill in society
The most important position in strategic marketing is the one robin is vacating. That person needs to be your next leader. The rest of marketing is relatively simple and/or noisy making it hard avoid mythologies. Leadership needs a long term view and must understand complexity. Having experience in the difficult questions, difficult models is essential.
Get the right person, one year max in role then move them up the tree would be my suggestion.
Meeting with Scott to define my role!!!! This is giving the problem the opportunity to select the solution
Scott is a good speaker and advisor an I respect him for these abilities. We have a good repore but it is a dance because of the underlying issues which we both manage,
Clearly demonstrated not doing my previous role
Reporting through 2 people to talk with GM
Reporting to Robin (or similar)
The way people have used me and the tools we have developed as a scape goat to cover their own gaps. Easy to attack what exists!
I and others are producing output which we provide to Scott and none of it is being read/engaged/discussed
The complete lack of communication. I only hear things through the COMPASS project, no attempt to coordinate by line management - Robin absolutely in same boat
Robin moving into IOC now leaving Mgr role vacant
Achieved business deliverables to provide clarity and stability (reduced dependency on me)
Frustration in seeing other pity my situation
Frustration in not seeing bias in promotion of peoples work