Yahoo ResuMess: The Trouble With Entitlement Culture
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User Rank: Strategist
5/24/2012 | 12:13:57 AM
re: Yahoo ResuMess: The Trouble With Entitlement Culture
I have to disagree and say it is well founded in centuries of history. RHIP was popular before the "matrixed" organizations (which may well be called ill-founded). A captain cannot steer a ship if a popular vote has to be taken of 100% of the crew before giving the order to turn (well they can but the Italian ship captain of Concordia is still under trial). Information is a strategic instrument to be controlled for company success and to assume a rank and file employee has access to the same decision making information as the CEO is hardly credible. I do not believe Mr. Houston was advocating quietly following the leader as any successful manager knows feedback is crucial, but perhaps he is opposing anarchy and subversion. As governance principles grow and identifies the responsibilities of the board from those of the corporate management staff (the CXOs), will it now be necessary to also identify those which are not occupying management roles? Looking at the chart, Yahoo's directors seem more inclined to run a popularity contest such as American Idol than a competitive business based on sound strategy and economics.
User Rank: Apprentice
5/22/2012 | 5:35:15 AM
re: Yahoo ResuMess: The Trouble With Entitlement Culture
This is an amazingly ill-founded and poorly thought out opinion piece. So you're saying that employees should just follow whatever their CEO and board of directors says and never voice their opinion? And that holding Thompson accountable for lying on his resume -- which is an immediately fireable offense for any rank-and-file employee --- and telling the board of directors to fire that SOB is "brazen"? Explain to me why employees shouldn't speak out against what they perceive to be embarrassing and unethical behavior on the part of the CEO.

The problem is not the attitude of the employees. No, the problem is you, Mr. Houston. It's authoritarian attitudes like yours that embolden SOBs like Thompson to think that he can get away with lying. No wonder Yahoo! fired you.
User Rank: Apprentice
5/21/2012 | 8:26:58 PM
re: Yahoo ResuMess: The Trouble With Entitlement Culture
Here's a point Rueff made, but didn't get into the piece, even though I concur:

Companies verge into an entitlement culture when they lack strong executive leadership -- and by strong I mean leaders with the vision, will, and credibility (most of all) to say: Here's where we're headed and you either need to get behind it or leave.

Yahoo hasn't had that kind of leadership, for whatever reason. Those approval ratings are telling, especially when you compare them to Yahoo's competitive set. But those approval ratings may say as much about the employees who are giving them.

While knowledge workers need to be treated well, like people and not machines, there's line that companies like Yahoo cross the line. And Yahoo operates the way many successful Silicon Valley companies do. I have a friend who's a contactor -- and contractor mind you -- at Google and he still gets perks like free meals in the Googleplex' gourmet cafeterias.

My own management style has been to take this position with my charges: I'm not here to make you happy. Happy is something you make for yourself. I am here to treat you fairly, communicate with you, and help you to help yourself as much as I can.

This is a major workforce issue today. I've only scratched the surface.

It woud be helpful to me and to other IW readers, I'm sure, if you told us what you see as possible ways to change or operate in a culture of entitlement.
User Rank: Apprentice
5/21/2012 | 7:26:01 PM
re: Yahoo ResuMess: The Trouble With Entitlement Culture
I'm a little confused. Are you advocating the new execs to be "way empathetic" as a way to change the entitlement culture, or as a way of working around / dealing with the entitlement culture? I agree that the workplace is changing, and fast. Are you saying that employees who are steeped in the entitlement culture need to see that, and stop pulling the cord as often? Should readers of the IW Global CIO feature promote this culture, discourage it, or just deal with it?

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