[fleetwoodsnack]

Seems like I’ve ruffled a few feathers and ended up -2 on my previous comment here, not clear what rule I violated but that’s beside the point.

I have a suggestion: take these findings and send them to your direct report and their direct report too (or whoever the appropriate party is in your organization). You’ve spotted some major issues and I think your organization would benefit from your insights. Include the names of the specific underperformers to establish credibility, and so that the appropriate parties can observe and take action to benefit the team.

These operational insights are too valuable to languish on an anonymous forum.

[strix_varius]

While that's a nice ideal, it's often not practical. As an IC, you'll rarely be rewarded for pointing out inefficiencies like this publicly - especially if it makes your boss look bad. As a manager, it's often better to expend your social/political capital to advocate for your best employees, rather than to address your worst.

Relevant to the top-level topic here, that's why many managers welcome environments in which the barrier drops for cutting their worst employees. It's nice to be able to do that, when the whole company is going through it, without bringing scrutiny down on your team (and you, specifically, as someone who potentially made a bad hire).

[fleetwoodsnack]

Seems like the deficiencies exist throughout the entire organization’s vertical. Under-performing workers and underperforming managers acting in their own self interest and shirking responsibilities that would otherwise benefit the organization.

[strix_varius]

I think you have just described most organizations after they grow beyond their first 1k employees :)