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Kevin_Flynn 1 days ago [-]
1. Stop talking about all the problems.
2. Fix every problem that is part of your job description when you can, and document it. Document the ones you notice, but are unable to fix, or told not to.
3. If there is no process to resolve said documented problems, write an anonymous letter to the board of directors.
Don't hang people in the letter, just point out the necessity of a process to resolve problems.
The board knows who is responsible for what, and will do their own hanging.
4. If the dysfunctional CEO is on the board of directors, get a new job as fast as possible.
It's not the problems that get you in trouble, its the "talking about them" that does.
You will arouse all sorts of fear and paranoia when you do that. ( in a dysfunctional environment like you seem to be describing ) And when that happens, people lose their minds and "kill the messenger." https://en.wikipedia.org/wiki/Shooting_the_messenger
Problems are normal. Talking openly about how serious they are induces emotional responses in people who don't fully understand the technical details.
Talk openly about solutions. People love solutions.
Do the minimum to keep your job and keep looking for your next job. Finding your next job is your top priority. Document that you are doing your job to the best of your ability to prepare if you need to file for wrongful dismissal. You have no power or leverage to fix the systemic issues, and it’s only a matter of time until there is another compromise, or a compromise of sufficient magnitude that it causes the business to fail.
The organization chooses to operate like this, if they wanted to fix the systematic issues, they would. It sounds, from your observations, they do not want nor intend to fix the systemic issues. You cannot solve problems the organization does not want to solve. You can provide recommendations and guidance, they choose whether to implement or fix.
Once you find your next job and you’ve safely moved on, drop a tip to Brian Krebs and let them know who it is while sticking to facts, if you’re so inclined, no obligation to do so.
2. Fix every problem that is part of your job description when you can, and document it. Document the ones you notice, but are unable to fix, or told not to.
3. If there is no process to resolve said documented problems, write an anonymous letter to the board of directors.
Don't hang people in the letter, just point out the necessity of a process to resolve problems.
The board knows who is responsible for what, and will do their own hanging.
4. If the dysfunctional CEO is on the board of directors, get a new job as fast as possible.
It's not the problems that get you in trouble, its the "talking about them" that does.
You will arouse all sorts of fear and paranoia when you do that. ( in a dysfunctional environment like you seem to be describing ) And when that happens, people lose their minds and "kill the messenger." https://en.wikipedia.org/wiki/Shooting_the_messenger
Problems are normal. Talking openly about how serious they are induces emotional responses in people who don't fully understand the technical details.
Talk openly about solutions. People love solutions.
Solve problems quietly.
The organization chooses to operate like this, if they wanted to fix the systematic issues, they would. It sounds, from your observations, they do not want nor intend to fix the systemic issues. You cannot solve problems the organization does not want to solve. You can provide recommendations and guidance, they choose whether to implement or fix.
Once you find your next job and you’ve safely moved on, drop a tip to Brian Krebs and let them know who it is while sticking to facts, if you’re so inclined, no obligation to do so.
https://krebsonsecurity.com/