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I don't see how any deeply honest, earnest feedback can come from me when I am told "this is anonymous" and there's a 99.999999% chance that it isn't. If it cam

I don't see how any deeply honest, earnest feedback can come from me when I am told "this is anonymous" and there's a 99.999999% chance that it isn't. If it came from a position of mutual respect then maybe I'd reciprocate, but it doesn't. It's hard for me to take any of this seriously. Industry-wide we're told layoffs have to happen and these same corporations go on to post record numbers, far exceeding internal and external expectations. Executives are lavished with bonuses while many of my colleagues are getting < 2% CoL adjustments while taking on more and more responsibility and accountability. But also, please, tell us what we can do better! We're listening and we care. So, no, frankly I don't feel like I owe my employer a single fucking thing beyond showing up, doing my work, and leaving. I certainly don't owe the top-level leadership team the truth when they aren't honest with me. But I want to make it clear, too, that I'm not lying on these surveys. But, they're not getting a full accountability from me, from my perspective, either. And even if I wanted to give that, it'd be pretty hard when the questions are worded in such specific, guided ways and there's very little space for providing direct feedback.

Buttons840 2y ago
I'm not saying these are the only questions that should be asked, or that this should be the only way of getting feedback. I suggested questions for a 30-second weekly survey. I think longer surveys with more detailed feedback should be done periodically as well. And, if you decide to just always say things are going well, then that's what management will see, and the status quo will remain. At least until a project goes poorly--delivered late and a buggy mess. Then, if I were a high-level manager, I would look at the surveys and see that the team was happy and believed everything was perfectly okay right up until failure, and I would judge the team as incompetent, because a competent team would see failure approaching long before it happens. I'm not saying I would fire anyone, but clearly a discussion needs to be had with the team manager, and probably the whole team, about reporting problems early. Of course, if a company wants people to report problems early, then they need a culture that responds well to early warning signs, rather than the shoot-the-messenger culture that is all too common. I do sympathize with your frustration for fucked up company cultures.

Buttons840 2y ago

I'm not saying these are the only questions that should be asked, or that this should be the only way of getting feedback. I suggested questions for a 30-second weekly survey. I think longer surveys with more detailed feedback should be done periodically as well. And, if you decide to just always say things are going well, then that's what management will see, and the status quo will remain. At least until a project goes poorly--delivered late and a buggy mess. Then, if I were a high-level manager, I would look at the surveys and see that the team was happy and believed everything was perfectly okay right up until failure, and I would judge the team as incompetent, because a competent team would see failure approaching long before it happens. I'm not saying I would fire anyone, but clearly a discussion needs to be had with the team manager, and probably the whole team, about reporting problems early. Of course, if a company wants people to report problems early, then they need a culture that responds well to early warning signs, rather than the shoot-the-messenger culture that is all too common. I do sympathize with your frustration for fucked up company cultures.