Some leaders build bridges. Others build gatekeeping systems.
I’ve been working with a Director in Operational Risk who “lays down the law” and expects everyone else to follow them, no discussion.
Her office hours are for you to receive information, not to exchange it. You can bring her questions, but there’s no guarantee of an answer, let alone help solving the problem.
Her team isn’t allowed to work with you over chat or Zoom. Everything has to go through email, like filing a request with an administration office, so she alone decides what’s worth her team’s time.
Upward, she’s said to manage very well. Sideways and downward, it’s a different experience entirely.
You can be sure she’ll retaliate in your performance review for “failing to collaborate with her,” despite your every attempt at communication, discussion and resolution. And your spineless manager will facilitate too rather than admit that he’s invisible and ineffective too.
It’s Dr. Jekyll and Mr. Hyde. In other words, a deep-seated personality disorder.
Risk functions exist to help the business make good decisions. That only works when people are allowed to talk to each other.
But this is what we expect of a “leader” and “people manager” at Citi.