1. Inflated Ego Among New Managers:
Some newly appointed managers begin to perceive themselves as VIPs, prioritizing personal stature over team welfare.
2. Impact at the Cost of Team Morale:
In their urge to "make an impact," they often push changes that serve their image but damage team dynamics, productivity, and motivation.
3. Rise of Internal Politics:
Political behavior and favoritism have become prevalent, with decisions influenced by personal biases rather than merit or fairness.
4. Deterioration of Team Culture:
A previously healthy, collaborative environment has become toxic, driven by micro-management and unclear expectations introduced under new leadership.
5. Unreasonable Work Expectations:
Despite consistently strong performance, I was asked to deliver more in less time, often pressured to work during weekends and off-hours — even when not on-call.
6. Disrespect Toward Work-Life Balance:
Critical meetings were deprioritized in favor of task completion, undermining transparency, collaboration, and long-term planning.
7. Lack of Technical Diligence:
Manager declined to review a well-structured 5000-line codebase, dismissing the effort involved in delivering new features, even after it being approved by code owners.
8. Disconnected Oversight:
There’s a worrying trend of managerial detachment — asking engineers to account for their output manually, while ignoring simple tools and dashboards that clearly reflect contributions.
