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I'm in the US tech market specifically, and sorry for a bit of salt. This is all opinion but I wanted to share anyway. > My personal experience has been when you let people know the facts and act on them, it is amazing what happens. It is common for management in the US to become a middleman that effectively acts as a low-value-add component between leadership above them, and the IC's below them. To be a high-value-add it's a complex game of social skills, making people happy, compromise, individual attention/listening, domain knowledge/experience, etc etc. I'll be the first to admit - every time I've had to be a leader it's been incredibly difficult. Although it's common sense, I'm reminded every time that it's very hard to manage problems outside of your own headspace - and that's a hard pill to swallow as a SWE! Back to the low-value-add manager though... there's a lot of them out there. And for ego, or self-preservation at the company, etc they want to be the end-all/be-all for solutions/innovation that's happening in their team. Ie: if it didn't originate from them they don't want to hear about it, and when presenting to their leadership all of their team's accomplishments are because of them. Often they keep their employees stuck in-place with fear of termination, push-out the high-achievers who will challenge status-quo, and self-market like crazy to increase their standing in the org. > Why do leaders think lying, or obfuscating works so well? Because they're playing a different game than you are as an actual leader. Many managers will lie, obfuscate, and generally be assholes because it's how lazy/unsophisticated people get what they want - regardless if it's layoffs or just the normal day-to-day. I know the question is rhetorical but when I read it I blurted out loud "because people suck!" drinking my morning coffee =) |