Quote:
Originally Posted by Unregistered
Snapshot of working for LCH:
LCH asks for something.
Show LCH a proposal. LCH doesn't seem to understand, or disagree but never say why. Ask for an outline instead.
Show LCH the outline. LCH doesn't comment on the contents but ask for more details.
Show LCH a full proposal again. This time LCH goes back to the whiteboard to draw some diagrams, asks to see an outline based on his guidance.
Show LCH the outline, again. Ask for more details again.
Show LCH a full proposal, again, goes back to the drawing board, again.
...
After a few rounds, staff gets confused, Directors want to give up too. But if the work is linked to the Div KPI, then, everyone still has to continue this game of ping pong.
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After having gone through the excruciating process with this guy a few times, I think the ping pong is due to 4 things.
1. He doesn't understand
2. He doesn't know what he wants... proven when we delivered an outline to him that was 90% what he said during whiteboarding and in the order he said it, and he still amended majority of the outline changing structure and content
3. He is not able to communicate effectively what he wants, and people start guessing all over the place
4. By the time you're getting closer to what he wants, there are developments and the outline needs to be updated, leading you back to square 1 with him
Some people call it iterating. Iterating my ass. It's a ******** excuse for not thinking through properly the first time, and wasting everyone's time going up and down and up and down on the same material.