3 ms·

Send a meeting invitation and see how many people show up. Preferably a videocall or a presentation, something not too attractive to come to. Then do the same

Send a meeting invitation and see how many people show up. Preferably a videocall or a presentation, something not too attractive to come to. Then do the same thing as a random employee. See the difference in how much of your team doesn't show up and absolutely nobody from the other team across the corridor comes.

yjftsjthsd-h 6y ago
> Then do the same thing as a random employee. See the difference in how much of your team doesn't show up and absolutely nobody from the other team across the corridor comes. And then do it not as a random employee, but as the senior employee who isn't technically anyone's manager but who is known for having saved the last 3 major projects by pointing out pivotal details and coordinating with other teams, and observe that everyone who's worked with that person shows up regardless of the org chart. YMMV, but let's compare apples to apples.
- mathgladiator 6y ago
  It's strange when one has this power, and managers do fear it. They learn to set expectations and modes of engagement with senior ICs. What's really fun is when you can make a bunch of managers super nervous by mentioning "You know, we should re-org this." and this can trigger all sorts of shit.
- user5994461 6y ago
  > and observe that everyone who's worked with that person shows up regardless of the org chart Too bad it's only a handful of people. Well, maybe less than a handful because most of the people you saved in the past 3 years have moved on to another company or another role. They're not here for you anymore. However the manager got that power instantly since the minute he joined, by virtue of the position. It's not an apple to apple comparison indeed.
deleted 6y ago
[deleted]
xxpor 6y ago
Uh, I can't say I've ever had this happen to me as an IC, even when I was brand new. Maybe one or two people will decline, but it's almost always because they just have a conflict or something. What you describe sounds totally dysfunctional. If someone is calling a meeting, I assume it's for a good reason from their perspective (even if I think the assumptions they're making are dumb or something).
pavel_lishin 6y ago
If the invitation has no other context, I would PM the person calling the meeting asking what's going on - whether they're the newest hire, or the CTO. If the meeting is something where I'm needed, I'll attend, whether it was scheduled by the newest hire or the CTO. If it's not, I won't, etc., etc.
srtjstjsj 6y ago
The manager's job is to communicate necessary information to the whole team. The IC isn't. If a manager starts abusing that presumption to schedule irrelevant meetings, people will respond appropriately.
- mathgladiator 6y ago
  or, worse, if the senior IC doesn't show up, then no one takes it seriously.

yjftsjthsd-h 6y ago

> Then do the same thing as a random employee. See the difference in how much of your team doesn't show up and absolutely nobody from the other team across the corridor comes. And then do it not as a random employee, but as the senior employee who isn't technically anyone's manager but who is known for having saved the last 3 major projects by pointing out pivotal details and coordinating with other teams, and observe that everyone who's worked with that person shows up regardless of the org chart. YMMV, but let's compare apples to apples.

mathgladiator 6y ago
It's strange when one has this power, and managers do fear it. They learn to set expectations and modes of engagement with senior ICs. What's really fun is when you can make a bunch of managers super nervous by mentioning "You know, we should re-org this." and this can trigger all sorts of shit.
user5994461 6y ago
> and observe that everyone who's worked with that person shows up regardless of the org chart Too bad it's only a handful of people. Well, maybe less than a handful because most of the people you saved in the past 3 years have moved on to another company or another role. They're not here for you anymore. However the manager got that power instantly since the minute he joined, by virtue of the position. It's not an apple to apple comparison indeed.

deleted 6y ago

[deleted]

xxpor 6y ago

Uh, I can't say I've ever had this happen to me as an IC, even when I was brand new. Maybe one or two people will decline, but it's almost always because they just have a conflict or something. What you describe sounds totally dysfunctional. If someone is calling a meeting, I assume it's for a good reason from their perspective (even if I think the assumptions they're making are dumb or something).

pavel_lishin 6y ago

If the invitation has no other context, I would PM the person calling the meeting asking what's going on - whether they're the newest hire, or the CTO. If the meeting is something where I'm needed, I'll attend, whether it was scheduled by the newest hire or the CTO. If it's not, I won't, etc., etc.

srtjstjsj 6y ago

The manager's job is to communicate necessary information to the whole team. The IC isn't. If a manager starts abusing that presumption to schedule irrelevant meetings, people will respond appropriately.

mathgladiator 6y ago
or, worse, if the senior IC doesn't show up, then no one takes it seriously.