{"id":68,"date":"2014-02-23T16:31:00","date_gmt":"2014-02-23T16:31:00","guid":{"rendered":"http:\/\/lucilleossai.com\/Blog\/index.php\/2014\/02\/23\/3-secrets-reasons-why-i-couldnt-care-less-about-your-company\/"},"modified":"2023-01-12T16:06:32","modified_gmt":"2023-01-12T15:06:32","slug":"3-secrets-reasons-why-i-couldnt-care-less-about-your-company","status":"publish","type":"post","link":"https:\/\/lucilleossai.com\/blog\/2014\/02\/23\/3-secrets-reasons-why-i-couldnt-care-less-about-your-company\/","title":{"rendered":"3 Secrets Reasons Why I Couldn’t Care Less About Your Company"},"content":{"rendered":"\n
\"\"<\/figure>\n\n\n\n
<\/div>\n\n\n\n

The Employee speaks:<\/em><\/strong><\/h2>\n\n\n\n

I suppose I have myself to blame.<\/p>\n\n\n\n

I was warned by a few good people that coming into your company would be the quickest route to career sabotage.<\/p>\n\n\n\n

Nevertheless, I tried to analyse their experiences and justify my decision. After all, I had always prided myself on being rational and practical.<\/p>\n\n\n\n

I\u2019m even-tempered, professional in all my duties and above all, reliable. When I was interviewed, I\u2019m sure all the relevant boxes were ticked.

Knowledgeable about the role with a verifiable track record?<\/p>\n\n\n\n

Check.<\/p>\n\n\n\n

Glowing references and recommendations?<\/p>\n\n\n\n

Check.<\/p>\n\n\n\n

Analytical mind with excellent teamwork skills?<\/p>\n\n\n\n

Tick.<\/p>\n\n\n\n

Proactive leadership? Good communication and presentation skills? Strong IT awareness with the \u2018big picture\u2019 focus?<\/p>\n\n\n\n

Tick. Tick. Check. Check.<\/p>\n\n\n\n

I  listened  to  your  \u2018messengers\u2019  during   the   interview with rapt  attention, paying attention to what they declared and more importantly, listening to what they didn\u2019t<\/em> say. I asked all the right questions about your company\u2019s culture, the career development plans, the employee relations\u2019 history, the compensation package, etc. Armed with over two decades of consummate experience in various managerial roles, I had a realistic picture of your company and thought that I\u2019d be a perfect  \u2018fit\u2019 for your organisation.<\/p>\n\n\n\n

I was completely wrong.<\/p>\n\n\n\n

Barely two months later, I\u2019ve realised that I made a serious mistake by accepting your now too-good-to-be-true offer.<\/p>\n\n\n\n

However, all hope isn\u2019t lost. Being the ultimate realist, I took a four-month leave of absence at my previous job to test the waters at your company. So I only have to endure working for you for two more months.<\/p>\n\n\n\n

You of course are not aware of this plan and frankly speaking, I couldn\u2019t care less about you. What I\u2019ve noticed about you, the Management is inexcusable:<\/p>\n\n\n\n

<\/div>\n\n\n\n

1) You set unrealistic targets and threaten staff who can\u2019t meet them<\/strong><\/h2>\n\n\n\n
<\/div>\n\n\n\n

<\/a><\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n
<\/div>\n\n\n\n

Being  a sales professional my entire career and having held both associate and  managerial positions, I\u2019m amazed that you haven\u2019t adopted the recommendations made by your staff.<\/p>\n\n\n\n

First, they suggested selling at a pegged price in low-performing regions to remain competitive \u2013 an idea you turned down, declaring that it was your<\/em> <\/em><\/strong>company and you<\/em> <\/strong>knew better.<\/p>\n\n\n\n

Then they proposed granting concessions or rewards to your loyal clients\/dealers who record the highest sales volumes. Again, you scorned their sound advice.<\/p>\n\n\n\n

Having discussed with your clients on several occasions, I can guarantee you that they won\u2019t remain loyal for very long. They\u2019ve been threatening to take their business elsewhere and now, I\u2019d simply encourage them to do so.<\/p>\n\n\n\n

Now pray tell \u2013 how do you expect your staff to sell a volume worth USD X million at an astronomical price of USD Y per unit, when your rivals are selling at almost a quarter of the price? Your products are not superior to theirs!<\/p>\n\n\n\n

And what is all this nonsense about summoning your sales staff to headquarters towards the end of each month to threaten them with sacks, demotions and salary slashes if they fail to meet 80% of their targets?<\/p>\n\n\n\n

So, if you are willing to accept 80% of the target as revenue, already translating to USD X billion nationwide, as profit after tax, why even state that all regions must attain 100% of their targets?<\/p>\n\n\n\n

It all doesn\u2019t make any sense.<\/p>\n\n\n\n

<\/div>\n\n\n\n

2) You\u2019re not a credible leader<\/strong><\/h2>\n\n\n\n
<\/div>\n\n\n\n

Even  your  most  loyal  \u2018henchmen\u2019  would abandon ship when it  all comes crashing down.<\/p>\n\n\n\n

And it will, sooner or later.<\/p>\n\n\n\n

<\/div>\n\n\n\n
\"\"<\/figure>\n\n\n\n
<\/div>\n\n\n\n

Surely you must have observed that your company has been \u2018dethroned\u2019 and relegated to the fourth position for two consecutive years.<\/p>\n\n\n\n

Now that I\u2019m an insider, I found out that this decline occurred during the period you increased targets to unattainable levels, sacked people indiscriminately, and slashed salaries.<\/p>\n\n\n\n

You\u2019ve failed to realise that disillusioned and unhappy staff have cost you significantly in a dented corporate reputation, mediocre performance and lost productivity. This reality check won\u2019t go down well with your investors. How would you explain your actions, the disappointing figures, and the paltry dividends to them?<\/p>\n\n\n\n

Moreover, because you\u2019re neither respected nor trusted, you\u2019ve lost exceptional talent to your competitors. It may surprise you to note that those \u2018renegade\u2019 ex-employees are now excelling in their new roles, nurtured by empathetic cultures, sound corporate structures, consistent organisational support, and crucial training \u2013 basically all the facets your company lacks.<\/p>\n\n\n\n

We\u2019ve also heard rumours of unethical practices carried out by your \u2018inner circle\u2019 with your full approval.<\/p>\n\n\n\n

You lack integrity and I don\u2019t wish to continue working in such a toxic environment.<\/p>\n\n\n\n

<\/div>\n\n\n\n

3) You don\u2019t care about your employees<\/strong><\/h2>\n\n\n\n
<\/div>\n\n\n\n
\"\"<\/figure>\n\n\n\n
<\/div>\n\n\n\n

Your employees don\u2019t even have free basic healthcare!

Now, this is just plain wrong.

I heard that you made a feeble attempt to provide medical cover for your staff and their families via a private healthcare provider. They were initially surprised you had made the effort. However, three months after the scheme began, it was discontinued due to complaints from your healthcare partner that you, the Management, reneged on the business agreement.<\/p>\n\n\n\n

Old habits die hard.<\/p>\n\n\n\n

You haven\u2019t even bothered to resolve the conflict, nor have you provided your staff with an alternative medical cover.<\/p>\n\n\n\n

It all boils down to you not being concerned about the welfare of your employees.

The stories get worse.<\/p>\n\n\n\n

I also heard that there\u2019s no genuine support, emotional or otherwise, for bereaved staff, apart from a few superficial declarations of condolences and a relatively brief period to \u201cattend to private matters\u201d.<\/p>\n\n\n\n

Likewise, those who fall ill are automatically regarded with the suspicion that they feign their ill health to avoid work. So they often return to the office, clearly unfit for work, just to avoid queries. Not surprisingly, the stress levels trigger further ill health.<\/p>\n\n\n\n

Given that you treat your employees as commodities and not real people, I\u2019m not surprised that you continue to lose them in droves.<\/p>\n\n\n\n

And I\u2019m no exception as I plan to leave soon.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Conclusion<\/strong><\/h2>\n\n\n\n
<\/div>\n\n\n\n

I  may  have  believed  you  during  the  interview that working for you would be a rewarding experience, but the scales have fallen from my eyes.<\/p>\n\n\n\n

<\/div>\n\n\n\n
\"\"<\/figure>\n\n\n\n
<\/div>\n\n\n\n

<\/a>I don\u2019t believe that you deserve a formal notice of my exit. Therefore, I intend to simply quit, and yes, in the middle of that critical rollout project. 

True, I\u2019d forfeit a month\u2019s salary in lieu of my sudden departure, but money isn\u2019t everything.

Not only would I gladly return to my previous job, but I\u2019d derive some joy in leaving you stranded until my position is filled.

And I promise you that I\u2019d discourage everyone I know from working for you.

So good luck with trying to attract and retain new talent of my calibre in the future.
<\/p>\n\n\n\n

P.S<\/u><\/strong>
<\/p>\n\n\n\n

You may recall  that  a  poll  was  placed  on this blog a few months ago, requesting that viewers should vote for their favourite topics from a list of four themes. Below are the results.<\/p>\n\n\n\n

<\/div>\n\n\n\n
\"\"\/<\/figure>\n\n\n\n
<\/div>\n\n\n\n

<\/a>As can be seen, \u201cManagement-related posts\u201d were preferred, so we shall endeavour to tie in more articles of this theme to the overall focus of communications.

For all who voted \u2013 thank you for taking out the time to do so.

For those who didn\u2019t \u2013 please try to participate in future polls. Remember our goal is to enrich your reading experience on this blog while continuing to provide practical and useful information.<\/p>\n\n\n\n


<\/em><\/strong>Cheers!<\/p>\n\n\n\n

What other  tales  of  woe  can you share as an employee? Do post your comments below, anonymously if you prefer.
<\/p>\n\n\n\n

Don\u2019t rush off just yet. Please remember to:
<\/p>\n\n\n\n

1) Share this article in your social networks by clicking on the icons below.
<\/p>\n\n\n\n

2) Follow this blog via email  so that you are notified immediately<\/em> a new post is published. You would find details also in the blog\u2019s right sidebar.

Recommended reading<\/em><\/strong>
<\/p>\n\n\n\n

Inside The Complicated Mind Of The Employee<\/a>

<\/p>\n\n\n\n

Need help in writing?<\/em><\/strong>
<\/em><\/strong><\/p>\n\n\n\n

Hire me for a writing assignment, some consulting work and\/or coaching sessions in formal writing and communications. There are two ways to do this:

<\/p>\n\n\n\n

A) Send an email to Lucilleossai@gmail.com. 

<\/p>\n\n\n\n

B) Call for advice and a free<\/em> consultation:<\/strong>
<\/p>\n\n\n\n

Nigeria<\/strong>:             0704 631 0592<\/strong><\/p>\n\n\n\n

International:   +234 704 631 0592<\/strong><\/p>\n\n\n\n



\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2013
<\/p>\n\n\n\n

N.B<\/u><\/strong>\u2013  First image courtesy of Pakorn, via freedigitalphotos.net.  Second, third and fourth images courtesy of Jesadaphorn, via freedigitalphotos.net. Fifth image courtesy of Stuart Miles, via freedigitalphotos.net. Image of poll results supplied by author.<\/p>\n","protected":false},"excerpt":{"rendered":"

The Employee speaks: I suppose I have myself to blame. I was warned by a few good people that coming into your company would be the quickest route to career sabotage. Nevertheless, I tried to analyse their experiences and justify my decision. 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I know that organisational commitment is often overlooked in the plethora of management-related themes because it is considered pass\u00e9\u00a0or\u00a0simplistic. More \u2018important\u2019 themes such as employee engagement, organisational effectiveness, culture and leadership tend to dominate serious discussions. 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