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How do we deal with the non-tech managers.
For no reason, the top boss has hired a B-school grad (Just because he's from a top University) and have handed over the responsibility to "drive" the project.
We have never missed a deadline nor there's an issue with execution. We do have an Engineering manager as well. We are all very happy to interact with him.
But the new guy talks a lot on the white board and this is quite irritating. He knows nothing about the product but talks with wide mouth as if he's pushing a lot to "get things done".
"Get things done" BS. this is one of the worst lines to get into my ears.
Do you think I should write to the top boss and ask him be removed out of the loop?
He adds no value in the entire chain of things.
Do you have the system of dumb folks sitting on top and doing this "getting things done" as well? is this culture going away or not?
Ah, the Peter principle.[^]
I wouldn't recommend going to the top boss, as in effect you will be telling the top boss that he has bad judgement as he hired this manager.
Working with jerks both at the same level and above you is just an unfortunate aspect of work
Fortunately you will probably find that the jerks are in the minority although that does not always minimise their effect.
Good luck all the same.
“That which can be asserted without evidence, can be dismissed without evidence.”
Going over his head is unlikely to work - particularly in the "early days" when he has no track record one way or the other. It's likely to be seen as you "not being a team player" and just resisting teh management changes that he - and presumably the guy who hired him - feel are needed to progress the project. Bear in mind that the "top boss" may have other reasons to hire him that you are not privy to (he could be a relation for example).
Live with it, have a quiet word with the new hire, or update your resume.
Sent from my Amstrad PC 1640 Never throw anything away, Griff
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Non-tech managers are the best kind. They can't make any intelligent suggestions for the project. Learn to answer his management jargon with like jargon. Like all managers, you need to manage him. Suck it up and get on with it. Make sure he sees you as a team player.
He will settle down when he has had his say. Maybe you could suggest he provide donuts at the meetings;
If you can keep your head while those about you are losing theirs, perhaps you don't understand the situation.