How long was your glide path? What advice can you share?

[brett]

delete

 

[brett]

During my last few years at megacorp it became increasingly difficult to promote high performers to management positions.

Especially sales management and business management. There was an ever increasing feeling in the firm that management, especially first level management, was not a desirable position and that the compensation did not match the headaches/responsibilities/staff issues.

Many were of the opinion that senior individual contributor positions were the sweet spot in terms of compensation/responsibility and home life balance.

 

[Koolau]

During my last few years at megacorp it became increasingly difficult to promote high performers to management positions.

Especially sales management and business management. There was an ever increasing feeling in the firm that management, especially first level management, was not a desirable position and that the compensation did not match the headaches/responsibilities/staff issues.

Many were of the opinion that senior individual contributor positions were the sweet spot in terms of compensation/responsibility and home life balance.

I lived through Megacorp "de-layering" of management. Hundreds of middle management were shuffled off to staff positions or essentially management in name only (no reports, no power, etc.) I thought "Now that's great. 2 or 3 levels of management have been removed between me and the CEO." At that point, virtually NO one was being promoted to middle management - even the very good people.

But once that de-layering was completed over 2 or 3 years. Megacorp once again re-layered. I suppose the upper management was really just doing "house-keeping" with the middle management.

I knew a guy that got de-layered. He had been my department head before he was promoted to middle management. I dropped into his office for a brief "hello" when I was at the corporate center. There he was in his nice office. He shared a secretary with several other de-layered folks. He had virtually nothing to do. His goal was to get back into a science lab - any lab. He didn't care what they called him (title wise) but he couldn't stand being shuffled off to oblivion. I told him he should be happy he was still getting his pretty nice salary but he just wanted something to do other than shuffle papers. Sad, really. He retired the day he was eligible for his benefits. He came back to our plant site for his retirement party. That's where his friends were.

 

[Tekward]

Over 10 years so far as a part-time consultant. I enjoy the work, appreciate adding value, and get paid appropriately.

FYI, my booking time has decreased from 80% to <20% over time and I do it largely for the mental stimulation. (66YO M)

 

[big-papa]

I lived through Megacorp "de-layering" of management. Hundreds of middle management were shuffled off to staff positions or essentially management in name only (no reports, no power, etc.) I thought "Now that's great. 2 or 3 levels of management have been removed between me and the CEO." At that point, virtually NO one was being promoted to middle management - even the very good people.

But once that de-layering was completed over 2 or 3 years. Megacorp once again re-layered. I suppose the upper management was really just doing "house-keeping" with the middle management.

I knew a guy that got de-layered. He had been my department head before he was promoted to middle management. I dropped into his office for a brief "hello" when I was at the corporate center. There he was in his nice office. He shared a secretary with several other de-layered folks. He had virtually nothing to do. His goal was to get back into a science lab - any lab. He didn't care what they called him (title wise) but he couldn't stand being shuffled off to oblivion. I told him he should be happy he was still getting his pretty nice salary but he just wanted something to do other than shuffle papers. Sad, really. He retired the day he was eligible for his benefits. He came back to our plant site for his retirement party. That's where his friends were.

Delayered? I hadn't heard that name put to it, but we got a new CEO who, I assume, read a book or hired a consultant and decided that the company had to implement something he called 6 x 8. Meaning the corporation could have no more than 6 layers from the CEO to the bottom most rung and all managers should have 8 direct reports. It didn't take long for us engineers to quickly calculate what the size of the entire corporation should be and notice that it was a lot smaller than its current size. Yeah, you know what happened next. Then again. Then again.. Fortunately, I retired just as that was all beginning. I suppose CEO's will never stop reading so-called "airplane books" and consultants will never stop pushing the latest, greatest ideas to execs.

Cheers.

 

[CO-guy]

Over 10 years so far as a part-time consultant. I enjoy the work, appreciate adding value, and get paid appropriately.

FYI, my booking time has decreased from 80% to <20% over time and I do it largely for the mental stimulation. (66YO M)

Good to hear! My plan is to taper my consulting down to zero over the next 5 years, and it's reassuring to know that others have been able to reduce their consulting over time.

 

[Tekward]

Good to hear! My plan is to taper my consulting down to zero over the next 5 years, and it's reassuring to know that others have been able to reduce their consulting over time.

It's worked out quite well. An interesting observation that as I blocked my schedule for family things, my limited availability increased my desirability.

 

[Koolau]

Delayered? I hadn't heard that name put to it, but we got a new CEO who, I assume, read a book or hired a consultant and decided that the company had to implement something he called 6 x 8. Meaning the corporation could have no more than 6 layers from the CEO to the bottom most rung and all managers should have 8 direct reports. It didn't take long for us engineers to quickly calculate what the size of the entire corporation should be and notice that it was a lot smaller than its current size. Yeah, you know what happened next. Then again. Then again.. Fortunately, I retired just as that was all beginning. I suppose CEO's will never stop reading so-called "airplane books" and consultants will never stop pushing the latest, greatest ideas to execs.

Cheers.

Yeah, I've been through lean times and fat times at Megacorp. The "flavor of the day" management styles all came and went. BUT I learned very early on: Don't bet against Megacorp stock. It would crash and burn and then recover 3 years later. So when I left, I kept a bunch of it. Today, it's worth (easily) 10 times (more like 15X on a good day) what it was worth when I ER'd. Very nice addition to my stash.

All the "management stuff" was just that: Stuff! It got so most of us didn't pay much attention. Until just before I ER'd. Suddenly things were changing and now folks were bidding for their j*bs. Not a pleasant time. Fortunately, I was fully FI and ready to go at a moments notice - and I did.

 

[indiajust]

With layoffs, grad school, and unemployment, my glider training started in 1986, earned my wings in the 90's, and then trained the trainer in the 00's.

 

[CO-guy]

It's worked out quite well. An interesting observation that as I blocked my schedule for family things, my limited availability increased my desirability.

Same! My original plan was to transition from full-time employment to full-time consulting while maintaining steady income. However, the ability to cherry-pick which projects I accept as a consultant has enabled me to replace my previous full-time position in under 15h/wk.

My goal for this year is to remain around 20-25h/wk, and, like you, my limited availability continues to increase my desirability.

 

[MC Rider]

Glide path?

The plane was going down, I jumped out and pulled the rip cord. We were ready enough and hit the ground running at least. I can't imagine a years long glide path.

 

[tmitchell]

My plan was to do gig work for a couple years, but after I quit my industry contracted and I haven't worked another day. I have mixed feelings about that but looking back it took me well over a year to decompress so maybe it was for the better.

 

[Koolau]

My plan was to do gig work for a couple years, but after I quit my industry contracted and I haven't worked another day. I have mixed feelings about that but looking back it took me well over a year to decompress so maybe it was for the better.

If you're willing, please describe the "decompression" process. When I walked out the door for the last time, I suddenly felt decompressed and didn't have a process that I'm aware of. I never missed "going" into w*rk. The couple of close friendships I had continued (on the outside.) I never missed the actual w*rk I had been doing. It's true that I think of Megacorp often, but the farther away it recedes, the better I remember it. I have few "bad" memories and lots of "good" though I know the human mind usually w*rks that way. Maybe THAT's what decompression means??

Perhaps because I was (for the most part) still enjoying my assignment (until they changed it) I didn't need much decompression when I left. My division director was so surprised when she heard that I was leaving, she stopped by my office and asked why. I told her: "I'm not angry, I'm not bored, I don't dislike anyone. I just don't want to do the new assignment I'm being asked to do - and I don't need to."

She seemed to understand and (still can't believe it) she gave me a hug. We'd w*rked pretty closely on some safety stuff together and accomplished a lot. I guess we had a (professional) closeness that I hadn't really thought too much about until that moment. I do treasure that moment because it was so unexpected. YMMV

 

[CO-guy]

If you're willing, please describe the "decompression" process. When I walked out the door for the last time, I suddenly felt decompressed and didn't have a process that I'm aware of. I never missed "going" into w*rk. The couple of close friendships I had continued (on the outside.) I never missed the actual w*rk I had been doing. It's true that I think of Megacorp often, but the farther away it recedes, the better I remember it. I have few "bad" memories and lots of "good" though I know the human mind usually w*rks that way. Maybe THAT's what decompression means??

Perhaps because I was (for the most part) still enjoying my assignment (until they changed it) I didn't need much decompression when I left. My division director was so surprised when she heard that I was leaving, she stopped by my office and asked why. I told her: "I'm not angry, I'm not bored, I don't dislike anyone. I just don't want to do the new assignment I'm being asked to do - and I don't need to."

She seemed to understand and (still can't believe it) she gave me a hug. We'd w*rked pretty closely on some safety stuff together and accomplished a lot. I guess we had a (professional) closeness that I hadn't really thought too much about until that moment. I do treasure that moment because it was so unexpected. YMMV

Thank you so much for sharing. Your story made me think about a former division director I supported in an earlier career. The opposite of a micro-manager. She trusted my abilities to manage things even when I didn't trust myself. When I told her I was leaving, she said, "Find your replacement and I'll sign your recommendation." My other recommendations were from three-star generals, but the one she wrote was my most cherished.

 

[CO-guy]

Glide path?

The plane was going down, I jumped out and pulled the rip cord. We were ready enough and hit the ground running at least. I can't imagine a years long glide path.

That's quite different from my own experiences. I had years to plan my career exit and built a thriving consulting business to move on to. When I started this topic I had gone down to half-time and was trimming my consulting hours by raising my rates. Since then, I have given up the half-time position. Spending a year at half-time was a great help in my transition, but as a consultant, my former employer was no longer able to afford my rates.

Having that FIRE plan laid out in advance has, so far, helped me with that "decompression" process. Even before pulling the rip cord, I began volunteering at several local organization and joined a non-profit board in order to expand my presence in the community. Sure, former colleagues assured me that my departure wouldn't affect our friendships, but I'm also not surprised that we've drifted apart. However, I made a point this past year of traveling as much as I was able to visit with old friends --guys I've known since we were children-- to spend time with them and to get to know their families better. In addition, friends and family were able to visit us more often, since my schedule was much less structured. Even romantic getaways with my better-half were more frequent once I had more free time. For me, this has felt like a year-long decompression process......and I'm still gliding.

 

[brett]

Finances were in place a few years prior to retirement.

The stars aligned a few years later-personal, financial, and career. Gone within 30 days.

My advice. Don't look back. Don't live in the past.

Keep moving forward with your new life, new experiences.

Take utmost advantage of what you have while you have the good health to enjoy it.

 

[Route246]

I'm on glide path for 13.5 more months. A key achievement happened last month and it was my last big corporate bucket list item so I'm just trying to get prepared for my decompression. This means adjusting to not being under intense schedule pressure, no more status reports, no more personnel headaches to deal with and on the negative side no more exciting product introductions and bring-ups, no more camaraderie, and no more corporate goals to be met. I will miss the mentoring and career development leading for the crew and all that goes with that.

Wife and I have been talking about buying a "project house" and get it perfected to grow old in, not that our current house can't do that, we just would like to make some tweaks and don't have enough land to make those tweaks.

 

[MC Rider]

no more corporate goals to be met.

No more "expectations". I hated that word.

 

[Route246]

No more "expectations". I hated that word.

Actually, what I meant was my own personal corporate goals, mainly getting two engineers promoted into deserving roles. This is fully approved now and is just going through paperwork. I really wanted to get these two promoted before I retired because it is a 2-3 year process to pull it off as they don't hand out promotions lightly, it is a very heavy process to get it justified.

 

[Koolau]

No more "expectations". I hated that word.

No more "stake holders" that was the word I came to hate. The least descriptive word and most nebulous term I can recall from Megacorp. "Customers" I can understand, but stake holders was beyond me. It was THE buzz word as I was leaving. I never once heard it defined. Go figure. (YMMV)

 

[brett]

My glide path was short. I was in an industry and a corporate environment where change was the watchword.

This may be the reason why a 4 or 5 week glide path was not an issue. Had been thinking about it for 8 months or so but the stars did not align until 4/5 weeks before blast off. I had not issue with it. My spouse was somewhat surprised that I felt great about it all.

Post retirement we were both very busy. Downsizing, preparing our home for sale, deciding where and how we would store what belongings we kept, and deciding where would start our travels, where we would go, and or how long.

It would not have been any different for me if the glide path had only been two weeks. We have both always been in 'move forward' gear so adapting to change throughout our marriage, careers, and residency has never been an issue for either of us.

 

[Route246]

No more "stake holders" that was the word I came to hate. The least descriptive word and most nebulous term I can recall from Megacorp. "Customers" I can understand, but stake holders was beyond me. It was THE buzz word as I was leaving. I never once heard it defined. Go figure. (YMMV)

Stakeholder where I work means someone capable of escalating. It is just semantics but I always pay special attention to who are the stakeholders because those are the ones who can escalate and cause grief.

 

[CO-guy]

On consulting projects in my area, "stakeholders" are those that are either directly or indirectly affected by a new policy or initiative. Failing to identify all stakeholders, and make efforts to include those stakeholders in the process, can be problematic.

The world I consult in regularly uses all kinds of nebulous terms like "stakeholders," "ecosystems," and "cross walks." Part of my expertise as a consultant involves being a native speaker of this bizarre business patois.

 

[Koolau]

Stakeholder where I work means someone capable of escalating. It is just semantics but I always pay special attention to who are the stakeholders because those are the ones who can escalate and cause grief.

On consulting projects in my area, "stakeholders" are those that are either directly or indirectly affected by a new policy or initiative. Failing to identify all stakeholders, and make efforts to include those stakeholders in the process, can be problematic.

The world I consult in regularly uses all kinds of nebulous terms like "stakeholders," "ecosystems," and "cross walks." Part of my expertise as a consultant involves being a native speaker of this bizarre business patois.

I give thanks every day that I have left that world far behind me. I never want to depend on jargon again, though it creeps in here on the FIRE Forums all the time. But here, no one is depending on me nor can they more than ban me for using the wrong word.

 

[CO-guy]

I give thanks every day that I have left that world far behind me. I never want to depend on jargon again, though it creeps in here on the FIRE Forums all the time. But here, no one is depending on me nor can they more than ban me for using the wrong word.

At least those terms are referencing something, no matter how vague. The jargon I struggle with are things like, "growth mindset" and "synergy."

In a prior career I was in defense, and, as a grant writer, my communication was related to, "the operational readiness of the warfighter." Now I help write grants for a local non-profit and so my communication focuses on, "helping individuals reach their full potential." While I find the non-profit side of grant writing much more fulfilling, there's no escaping the jargon.