Anonymous wrote:They want you to go. You can wait until they push you out or leave on your own but out is what they want.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:First, I’m sorry you’re struggling. It sounds like they made this move without looping you in first or reassuring you that it has nothing to do with your performance. But it really sounds like you answered your own question early on: “ the VP this director reported to always questioned why this team under me existed as he felt like one of the teams under this director was doing similar work.” That’s the answer.

Again, I’m sorry you were blindsided and you sound like a good manager who is proud of your work and your team. But I’ve been in this position before as a team member on the team who is reporting to Manager A, but where Manager B in a completely different department is doing very similar work, also where the rest of my manager’s direct reports are doing very different work to what I was doing. For company efficiency’s sake, it would have been better for my little team of 3 to be reporting to Manager B. But people were afraid to rock the boat and make changes so the odd org structure that dated back 20+ years when the company looked very different was allowed to continue.

Thank you. To give more context my team was focused on credit risk, the other team on FP&A, both teams in the Finance org. So my team would look at loss rates and the other team was looking at P/L impact but they would take over sometimes n start presenting about losses or would start working on strategies without including my team. The Product team preferred working with the other team as they’d say yes to everything while my team would put controls/guardrails in place and questions why are we doing a vs b.

Have you posted before about this? It feels familiar- as in your team is not. as popular because they have to say no which is their job.
If that was you and you felt the "unpopularity" before of your very successful team, then that could be why they moved it under the other director.

Anonymous wrote:

Anonymous wrote:First, I’m sorry you’re struggling. It sounds like they made this move without looping you in first or reassuring you that it has nothing to do with your performance. But it really sounds like you answered your own question early on: “ the VP this director reported to always questioned why this team under me existed as he felt like one of the teams under this director was doing similar work.” That’s the answer.

Again, I’m sorry you were blindsided and you sound like a good manager who is proud of your work and your team. But I’ve been in this position before as a team member on the team who is reporting to Manager A, but where Manager B in a completely different department is doing very similar work, also where the rest of my manager’s direct reports are doing very different work to what I was doing. For company efficiency’s sake, it would have been better for my little team of 3 to be reporting to Manager B. But people were afraid to rock the boat and make changes so the odd org structure that dated back 20+ years when the company looked very different was allowed to continue.

Thank you. To give more context my team was focused on credit risk, the other team on FP&A, both teams in the Finance org. So my team would look at loss rates and the other team was looking at P/L impact but they would take over sometimes n start presenting about losses or would start working on strategies without including my team. The Product team preferred working with the other team as they’d say yes to everything while my team would put controls/guardrails in place and questions why are we doing a vs b.

Anonymous wrote:At least they weren’t all laid off. This is what happened to us earlier this year. It could be a lot worse.

It’s normal to grieve a loss and it’s too soon for you to know what this all means. Give it time

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I've BTDT, and ultimately asked for a package and left. But not after multiple conversations with the leader who made similar changes to my role and my team - in the end we decided to part ways. I think that's the best way for you to handle this. You have a right to feel blindsided, hurt, all of it. But the only way forward is to have the conversations as opposed to going by your assumptions. Prepare your questions - how did they come to this decision? Was consulting you prior to making the move ever a consideration or was it always going to be unilateral? Struggling with with it - how should I interpret this move, what should my takeaways from this be, where do you see my role in the future, etc. Just be prepared that the answers will likely be vague and evading. Ultimately it's your choice to stay and live with the change, hope that it was simply structural and had nothing to do with you or your performance or how you are seen. again - engage in discussions OP it's the only way.

Im having a 2nd conversation with my manager later today. During our first conversation he said this was not a referendum of me, that i built the team and did a great job yadi yadi but him and the vp felt like streamlining functions would be more efficient and that there would just be one director approving things now ( the other one) and the product team will go to that director for everything. He said the decision was made to create this new ‘ analytics’ team under the other VP as his role is more analytics/P&L while my manager’s role was more operational

This sounds like it was a business choice and not personal. Also, a manager who is purely "operational" and doesn't have a strong background in analytics or P&L management is usually going to be less valuable and have less upside to the organization.

Anonymous wrote:

Anonymous wrote:I've BTDT, and ultimately asked for a package and left. But not after multiple conversations with the leader who made similar changes to my role and my team - in the end we decided to part ways. I think that's the best way for you to handle this. You have a right to feel blindsided, hurt, all of it. But the only way forward is to have the conversations as opposed to going by your assumptions. Prepare your questions - how did they come to this decision? Was consulting you prior to making the move ever a consideration or was it always going to be unilateral? Struggling with with it - how should I interpret this move, what should my takeaways from this be, where do you see my role in the future, etc. Just be prepared that the answers will likely be vague and evading. Ultimately it's your choice to stay and live with the change, hope that it was simply structural and had nothing to do with you or your performance or how you are seen. again - engage in discussions OP it's the only way.

Im having a 2nd conversation with my manager later today. During our first conversation he said this was not a referendum of me, that i built the team and did a great job yadi yadi but him and the vp felt like streamlining functions would be more efficient and that there would just be one director approving things now ( the other one) and the product team will go to that director for everything. He said the decision was made to create this new ‘ analytics’ team under the other VP as his role is more analytics/P&L while my manager’s role was more operational

Anonymous wrote:Is this federal government? We're making a lot of decisions like this. Sometimes it's just who has been here the longest gets chosen as the new supervisor. Many were equally good.