Yes I was a young project manager and assigned impossible project deliverables that even the people 3-4 levels up the org-chart could not get done with their po

Yes I was a young project manager and assigned impossible project deliverables that even the people 3-4 levels up the org-chart could not get done with their political capital within the business. In a matrix organisation with different programs trying to get other departments to work on your program and fight competing programs, it was a death sentence. This was then used against me in performance reviews. If I had any advice it would be to raise the issue with the wider business to make it clear that it’s not your fault that impossible thing x did not get done and complain loudly to hr and higher ups about bullying. It was rats on a sinking ship and people trying to deflect blame on the lower rungs.