I personally love it when higher-ups make a decision without consulting me. Because then I have zero skin in the game. I don't work ridiculous hours. When I am involved in decision making, then I make sure project succeeds. Sometimes that means working late hours, taking pro-active steps to remove blockers etc.
But if I am told what to do without consulting me, then I don't care. There is a lot less stress on me. If it appears decision was stupid and project will not meet deadline, I make sure everyone knows and rarely ever put in more than 40 hours on such projects.
I envy people who can change into "I just do what I have to do"-mode when they don't have 'skin in the game' ... I always feel as if I have skin in the game and get stressed even on the most ridiculous projects where I knew (and stated) from day 1 that this just won't work the way it has been envisioned by higher ups.
You need to remember, whether you put 40, 60 or 80 hours p/w into a death march project, won't be recognised. Everyone will be too busy to tally who's working more. By sacrificing more of your free time, you are just working for free for the people driving the project, who may be doing this purely for political reasons. You will also make it more likely for similar projects in the future.
I maintain it's better to not overstretch yourself and let the project fail. Better for your health, and better for the company, so they manage the next project better and have workers who aren't burnt out.
Yes, there needs to be a captain of the ship, and when she tells you to do something, you fucking do it because that's what captain means and you can kvetch about it when you're back on land.
But if the captain is making all of the important decisions, something has gone terribly wrong and your boat will not function. The captain is there to
1) make small changes necessary to stay on a long term course
2) push decisions through in moments when speed is critical
3) break conflicts that can't be resolved
They are not the chief achitect or the chief strategist or the chief anything really.
And if you are both the captain and the chief strategist, you need to recognize that you're playing two roles in one body and you need to be very aware at all times of when you're wearing the captain hat and when you're not. You don't get to boss people around when you're doing strategy.
When I started out, my goal was to have a meeting every week and to include everyone. It was a waste of time. People would throw out ideas they had no intent to pursue, and when they were not talking would start fiddling with their phones.
You'd be surprised how many people don't value other people's time, or even other people's ideas. It's easy to imagine you could make a difference or be that difference, but if you truly believed you should have a say, then you should make it known, and either prove yourself, or find a job that comes with the satisfaction you desire. Like, maybe a more team oriented environment.
The truth is, especially at a large tech company, you are replaceable. No one is asking for your personal touch be it at a Foxconn assembly line or an engineer at Cisco. Unless of course, your job title includes "designer" or "architect" etc. But otherwise you're there to do the impersonal work you agreed to do for the impersonal money they're paying you. That's all a job is. You get more for better skills and more experience / less risk. All they are looking for is a guarantee that the work will get done.
This isn't to say you shouldn't have fun or that you shouldn't make the most of it. It's just saying that if fun or "most" entails being heard by execs or barking up the tree, then you will pay for it one way or the other; either with your emotional well being, or with lower pay due to greater overhead for being noisy and needy.
Managers are paid human sound barriers that permit lower quality hires for less pay. This is an important role, as are those being managed. But to think you can get past the manager who's very job is to silence you is the wrong approach. Don't raise your voice or kick harder. You need to become a manager. Either that or go work at a smaller company where the CEO sits across the room.
This will sound harsh to many, but I believe it's basically true. At large companies, the innovation has already happened; they found a market and are now mining it. Very few large companies can continue to innovate (Apple being the main example), but the rest just ride off into the sunset. Sometimes the market they're in evaporates, and they die, but usually they muddle along.
Venkatesh Rao[1] wrote a series of blog posts on this that are frightenly accurate and jive perfectly with my experience.
[1] https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...
This isn't to say it isn't important. It is, and that is why they will spend time and money on it. But if, say, the cash is low, these are things that go, and rightfully so if it's to stay in business.
And the kicker is, the guys that run the show, the guys that start businesses and come to work with a mission, the guys everyone seems to want to be -- they don't need anything. They're already as motivated as can be, take on all the responsibility, and even sign the checks to pay everyone AND pay for the things they believe they will make them happy.
And this truly is the paradox. There is nothing cushy about an executive job, especially at a tech company. And I'd say never at a startup. It's cut throat as fuck. If you can't deliver, you're out. You should be out. Everyone is watching you, and everyone will complain. But you have no one to complain to. Having someone to complain to, having excuses, these are all pirks.
But if you can deliver, then you have professional freedom and high reward, at least in a capitalist economy. Then you get to make life cushy for yourself if that is what you desire.
At the end of the day, the "subordinates" are the ones actually doing the far majority of the work, and they far outnumber the managers. I don't see why the workers shouldn't at least have a seat at the table when the decisions are being debated that would affect them. Often the managers are so removed from the work that they lack a lot of the insights from the front lines.
The most common rebuttal I hear when I bring this up is, like you said, "too many people makes things inefficient". Bullshit. Sure a decision ultimately needs to be made, but there's no reason one shouldn't be allowed to provide input.
And in my experience, I do think it's more about people wanting to feel powerful, and fear of losing this power (eg. like the other commenter who mentioned fear of "power inversion"). The people in power are generally the most sycophantic, and thus have the least interest in interacting with or relinquishing power to subordinates because it doesn't personally benefit their position of power or ladder-climbing question.
If a bunch of executives make a bad decision, then "oh well, there's no way we could've known". If a bunch of executives make a bad decision after a meeting with subordinates who questioned their decision, then it makes the executives look bad and threatens their judgement and position of authority. So from a selfish perspective, it's better to keep the minions out.
Everyone should have a voice but not everyone needs to literally be at the table. Seeing companies go from small to larger and seeing how the flat structure begins to show caveats as a team grows, I agree everyone should have a voice, but ultimately a decision needs to be made and a big group of people are never going to agree on everything. You can bikeshed all day on which CI platform to use for example but ultimately a decision gets made by someone that there has been enough discussion and this is the platform to use.
That process can be horribly perverted and have the wrong people making terrible decisions but that is a separate problem, not a problem with the idea of consolidating many voices into a decision.
Else, as first poster said, the process is tyrannical.
Not every business decision requires every single persons input either, and although you may be affected that doesn't mean your input was as valuable as everyone elses. The CI team's choices might affect my branching structure. Tough, that is their responsibility. If it's extremely detrimental then you can raise concerns, talk to people, get out of your seat and work with the humans around you.
We don't need another revolutionary management fad, where a hundred employees sit around a satiricaly large table and vote by show of hands. That works amazingly at small companies and it's why I prefer to work at them. But let's get real, management at scale is hard.
Ultimately though, if you feel like you don't have a voice where you are, work to get a voice, or find a company with a structure that works for you.
It honestly depends on how much skin I have in the game.
The founder of my company spent years using his own money and getting personal loans to fund it. So the decisions that he makes directly impacts him.
A lot of the managers here also grew with the company and have invested years of time and money.
For me, this is just a job. It's a good job, but I wouldn't really be willing to sacrifice anything for it. I would leave for another job before it came to that.
I think a more fair way might be how law firms set up partnerships. If you want to be a decision making member, you have to put in a substantial amount of money.
I've been in this situation a few times and it's very hard to push back on a decision that's been 'made' even if it's not appropriate for the team you're on.
a) What was decided (obvious, but you'd be surprised how often people disagree)
b) Why it was decided - Now you can construct a basic "Given X, Y, and Z, it seems like a good idea to A and B"
c) The criteria for success or failure - how would someone who did not make the decision know whether it was successful or not?
Without all three, you can't make empirical decisions and then follow up on them. Decisions without any of those three are unmoored from reality.
Nothing against the CEO. He's an extremely friendly and approachable person. Most people just fear questioning authority and power, and the CEO in a modern day corporation is revered similar to a king in a monarchy. It's always been like that at every company I've worked for.
My company sends out periodic anonymous surveys as an attempt to garner feedback from the employees.
The only problem I see is if employees, for whatever reason, don't believe such a system is truly anonymous and thus refuse to give honest feedback. I don't see that being a common trend though.
If so, it probably signals more serious problems between employees and the higher-ups ...
I personally will never trust any such survey at work.
Not that I give a crap anyway, I still tell the truth knowing full well it might be used against me. If they can't handle honesty, they need to surpass 16-year old mental age. And I can find another job before my notice period expires.
It's like in chess, when people talk about making "principled" moves. It means playing the move that best fits the plan you have been pursuing, rather than a tactically more tempting move that is less consistent with your overall strategy.
Democracy is coming to the last bastion of dictatorship in modern western world. It won't be pretty - but it will lead to better companies
But public company democracy is hugely problematic; modern shareholders think as a herd and work on 60 day time scales. Fortune 500 companies need diverse signals (and sophisticated risk management) and visionary management - creating processes, people and markets over decades. This is the model of the private market, but sans the potential for fraud and collapse.
It still is a feasible idea imo. And would lead to an lot of new agm items !
There's definitely a loophole with "too big to fail" companies. Maybe those should be run more democratically. I'm not sure, I've never worked for a company that couldn't just fail if it persistently made the wrong call.
Just take simple comparisons of population (I know I know) and the smallest states like islands have tens of thousands - of the 233 nations in the UN we reach only 100k people at 200, and companies like Bank of America employ more people than "real I have heard of them" places like Iceland.
So I like the idea of just letting companies fail - but putting half a million people out of work is pretty bad.
The problem is exposure. Those people will capture all of the upside if they get it right, and their subordinates will take the downside when they don't.