Motiv Reviews

-Have you ever seen an episode of "It's Always Sunny in Philadelphia"? The gang always has some kooky, new idea on how to improve the bar, make money, or somehow otherwise increase their happiness. However, they hilariously seem to always end up back in the same bar, their lives not immeasurably different than they were before and having learned nothing at all from their mistakes. Imagine that for 17 years. -I've heard SFCG / Motiv described as a 17-year-old start-up. Have you heard of a 17-year-old puppy? No, because it's an oxymoron and doesn't exist. Seventeen years is far beyond a start-up. Perhaps, failure to launch is more accurate? -The company I left is not the same company I originally got hired on with. And I left for a reason. -Upward growth and / or promotion is hard to obtain in a flattened hierarchy. -Overselling and under-delivering is a bad practice and a very hard row to hoe when it means missing deadlines as a result. Timeline? Never heard of her. -Sink or swim work environments only work when the fat gets cut, allowing the best to move forward and continually improve the company as a whole. Without that luxury, getting stuck with the deadweight just slows everyone down. -Turnover is only good when apples are involved. Consistent loss is indicative of larger problems. When those problems aren't addressed, root issues only deepen. Willfully ignoring high turnover as an issue systematically entrenches the lack of employee happiness/engagement making it into a part of the company culture. -Change and growth are not the same thing. An inability to recognize this distinction is crippling. -Being a "Yes-Man" should be a negative thing. Yes-People can destroy a company. Are destroying* -There's a difference between having a cool/relaxed environment and being wildly unprofessional. It's not worth trying to look fun when a) it fools no one and b) has adverse consequences on being taken seriously as a professional workspace. -An inability to say no to a client is not a strength. It often leads to precarious cost vs benefit ratios. And saying no is NOT just for Nancy Reagan. Knowing when to say no, when to limit scopes, or when to ask for more money to do the requested work would be good to learn. -Constantly placing blame elsewhere coupled with an inability to accept responsibility for systematic issues is a toxic combination. An over-inflated ego is often to blame.

Employees have poor temperament Dead office atmosphere Very few hires recently and lots of firings Poisonous Culture - Cliques dominate; if you are not part of it, you will get fired low morale - everyone is getting discouraged because the company inexplicably fires people and some of our most experienced Consultants have left for greener pastures