I am currently at mid-management level, and started facing the sandwich situation. But there is on particular personal who leads a different vertical. There is a huge behavioural issue with the person, all full of him/herself, arrogance, unnecessary aggression etc. Now, the person is important for business due to technical knowledge so escalating the behavioural issues to my own leader or senior management won’t work. Any practical guidance on how to manage such people specially higher in rank

A colleague finally got promoted to a Sr-level role after being in the same spot for 5 years. They accepted all the stretch assignments and volunteered to lead some assignments for a year. Most didn't like how the youngest member with less seniority got promoted out of the team. Now they're all clamoring from their manager to figure out how they can "get leadership experience" and "brush up their skills" when they had the time to do them and actively stayed away from the same assignments.

I keep seeing roles labeled senior, but when I read the description and hear the comp range, it looks a lot like mid-level work with extra expectations tacked on. You’re expected to mentor, own architecture, and be on call, but the pay and scope don’t reflect that responsibility. It feels like title inflation without the compensation to match. I want growth, but I don’t want to be underpaid for it. How do you tell when a role is genuinely senior versus just rebranded to save money?

So what is the correct way of getting promoted: 1. Working your current level well (but then you're not showing enough performance for next level) 2. Perform above your level (but then they're just getting senior for the price of junior and have no incentive to promote) I've done (2) in multiple jobs, 0 promotions but always a good salary bump for same title by changing companies. How is one supposed to get promoted? Looks like you're gonna lose with either option.

Where do I stand with this…. Of the 3 managers at my work place, I am currently the longest serving, most experienced, and most capable. But I am also the lowest paid. 1 manager got promoted a year after me (starting salary had increased) and the other is relatively new (an external hire that was able to request a certain salary) Obviously this is very disheartening especially when you consider I am currently training someone that is already earning more than me.

My coworker (Dir) and I (Assoc Dir) both report to our manager (Sr Dir) who reports to the head of a group. Our work is more or less the same - I’m not entirely sure what he does differently vs me but he has more YOE total. Can I make a push for Dir within this same group? If not, what can I do to show boss(es) I am ready? Coming from consulting btw where promotions are time-based and checklist-based, so new to the industry ways of working

How are we supposed to get promoted when nobody at the top ever leaves? I see execs in their late 60s who’ve had high-paying roles forever, but they're still showing up every day. I guess I don’t get it. If you’ve been making six figures since the 90s, why keep working? It’s especially frustrating because it feels like there’s no room for the rest of us to grow until someone finally calls it quits. Thoughts?

AlixPartners fishes. What is the rank hierarchy at AlixPartners ? For many of the roles listed on LinkedIn, I am seeing comp ranges for directors much higher than for SVP. However, traditionally, SVP is a couple of levels higher rank than director in most industries. I am interested in applying for similar roles, but what appears to be a higher SVP title has a lower comp range. Can someone explain?

At Altana, a key challenge is that enterprise sales leadership often feel removed from field realities. Senior managers (VP+) at times showed inconsistency and lacked focus on people development: coaching, growth, and trust-building were overshadowed by reactive decisions. Stronger leadership could come from pairing strategic vision with steadiness and team empowerment, instead of volatile decision-making.

Curious what others think and feel about the current senior executive ranks in US (clients and consulting firms). Feels way out of balance with way too many late career boomers not retiring and not providing the value commiserate with their salaries. Feels like quality and meritocracy is dead and we need a new generation of senior leaders to shepherd in the AI generations.