The caveit (sic) being US companies must remain competitive on the international sceen (sic).
Yes, that's the problem, isn't it. Won't work, unless your goal is to drive your employer away or into bankruptcy. The solution isn't unions ... it is better leaders of American companies, and keeping your skills up to benefit from the free labor market. Make bad companies and bad bosses fail by taking your great skills away from them, and moving to better companies and bosses ... bad companies and bosses deserve to fail, and you deserve to succeed if you're a great employee who creates value for the team.
Here are some other thoughts, recognizing the risk.
I'm a CFO myself, for 30 years, and this is a fascinating thread on many levels. I suspect Joe would be amazed at the sh*t storm his words create, here virtually, and soon in his company.
To be fair to Joe, for a moment, he took a job with a mission ... from what you say, Hydroman, his mission is to prep the company for sale or IPO. That means everything now becomes a short-term decision. Damn the torpedoes, cut costs, and drive that bottom line higher ... because that bottom line multiplied by a market multiple is what values your company. He may have poor bedside manner, but if he has been hired for such a purpose, you can expect little to no long-term, company building behavior. This isn't "brownnosing" ... this is working to complete the mission assigned by the owners of the company, and accepted by that CFO.
Frankly, I've dealt with this kind of "short-term" crap for some time, and it is a major problem in American business ... short-term thinking, not dedicated to building solid companies who treat their employees fairly and decently. I hate it, and it will be one of the reasons my next job is either CEO, or owning my own company. The recent rise of PEG's (private equity groups), and their usual seven to ten year perspective, is a major source of this brain damage. Folks like Warren Buffett are the opposite, and a much better example of American business, IMHO.
I have ten folks reporting to me at corporate, plus another dozen or so in the field. We are relatively small ... about $250M in sales ... and don't have a formal "comp time" policy. I'd like to keep it that way as long as possible. My philosophy is simple ... we're pulling together as a team ... that means, sometimes, we'll work long hours. I work longer hours than anyone on my team, because I am the leader. And my staff know that if they need comp time off, I'm cool ... just don't abuse me and the team. Family and children are job 1, and I will always give as much leeway as possible, as long as they are doing their jobs. But I don't need to send an email or write a policy at this time ... because those who would abuse comp time are also folks who don't perform in general.
[BTW, I'm not proud of working long hours, and I don't wear it on my sleeve ... and I do pay a price for this behavior. But it is, and has been, what has been required to do a tough job here. And I took that job, and the pay that came along with it. It is a free labor market, and I could move when I wish. But if I take a job, I'm going to do my utmost to do that job well.]
Hydroman, there are some real pearls of wisdom above, in the posts of others:
- Recognize the management perspective is no longer about building long-term value ... it is a short-term effort to "perfume the pig" (excuse the expression). Also recognize this is the job Joe signed up for ... we may not like it, but this is what the owners of the company have requested ... and it is their company.
- If you own stock or options, try to see this change as an opportunity. If you're willing to take the brain damage and stay ... help Joe build company value (with as little employee abuse as possible), and you may get to ER faster.
- If you don't have options / stock, try to get them. If you can't, keep your skills up, and look for another job, at least as a hedge. You're in for more of this, and it won't be fun. Depending on the market, the company will either sell, or go IPO ... either will create even more pressure to build value.
- If you're willing to take the risk, Joe may appreciate, and needs some honest feedback. You can help him greatly by diplomatically suggesting alternative ways to get where he needs to go, without pi$$ing everyone off. You may also find out there are some issues he is trying to resolve, and you may become a trusted confidant. This could help your peers, as well as your company. Even if you could help get rid of Joe, they'll hire another "Joe" ... some of this behavior is driven by the owners / Board.
Best of luck.