First time managing a project, and no one is doing their part (Part 2)

This is a follow up of Part 1: https://www.teamblind.com/post/8ymUdcVQ?cid=20959713 I have tried to act on a chunk of the advice mentioned here which is useful, thank you so much! I'd like to get additional advice from the community again as I am meeting with my skip manager soon. This is not a complaint, just asking for advice and suggestions on how I am handling this, and if I could handle this better. I also don't work at RBC lol Since the last post, I tried to be the positive change I'd like to see in my team. This means I drove most (if not all) open issues independently or in collaboration, shared how I solved this with my team members, and over communicated with my peers and direct manager on the project. I didn't complain or ask for any additional help. I even picked up the slack on neighboring teams and helped them resolve any blockers. The project I'm running has not had any issues from my team's POV, but other teams who were not able to do their part (for various reasons). In the meantime, I noticed my direct manager would speak and spend 1:1 time with all the other direct reports, except me. Even in meetings, I continue to get talked over, not clearly communicated to as to what the priorities should be, keep facing continuous context switching, left out of email chains, etc. When I give project updates, my direct manager keeps asking the same question over and over, and will double check with (and go into more detail with) my peers. To be frank, this is now taking a toll on my health. I'm meeting with my skip manager (MD) next week, and this is what I plan on communicating in the 1:1 with my skip: - My direct manager tells me to act like an owner, and I've been acting like an owner since before it was my responsibility to be an owner - I'm trying my best to lead, and I am not getting the effective support needed. I am not being met with 1:1 on a frequent basis, and it is not happening proactively from my manager's part. When I try to be proactive to get a 1:1, I'm told if it is urgent, and I see him spend time with my peers individually - My direct manager keeps forgetting everything I tell him, asks me the same question over and over, and doesn't read my emails that contain concise summaries or additional details - When I last met 1:1 with him, he used strong language, so I diffused the situation by not engaging further, accepting responsibility, and moving on for the greater good of the project - A peer who is the informal lead took my work, finished it and claimed it was due to a deadline, when there was no deadline in sight - I set up status update calls with other stakeholders, no one from my team joins in, yet they still want to know the updates (I sent out minutes, no one reads them even when I say its on the email) - I'm being told I'm being negative and not giving solutions. Check my emails, IMs, and Git history - I have provided nothing but solutions, and asked for feedback if anything I am proposing is unreasonable - My direct manager tells me things like if I'm not happy here, I won't be happy anywhere else - This role is a career change for me, I see other team members who are more senior and more junior who get time invested in them and opportunities to grow, but I clearly do not see this on my day to day since I started. I continue to be left out and silo'd - My direct manager has told me in the past before the current director left that I should be careful of what I complain about to management since I'm new, but that my direct manager can say anything because no one can touch him - My direct manager told me not to overthink, but its difficult not to given the above information - My direct manager previously used to tell me to focus on what our team is responsible for, and now that he has taken over the group, he now tells me to do whatever it takes even if it means helping other teams. This sends conflicting messages - I try to pick up new projects outside of this, discuss this with my direct manager, and he says this is a great idea. Then he forgets not even a few days later and asks "why are you even looking at this?" - My senior peers mentor my junior peers, but I tend to be left out and have to chase them for it. My senior peers also complain to be about other bugs in production that senior management is looking at, but I'm never on the email chain and it's brought to my attention way too late - I'm being told I'm doing a great job, but clearly the actions speak otherwise. I have even covered up for incompetent team members, and tried to help them grow rather than throw them under the bus to management - This is now taking a toll on my health I would conclude these observations above based on data/emails to back it up, and just tell my skip manager if I'm being pushed out or not wanted on the team, to just let me know and I can resign. However if my skip checks with the team and says I am valued and wanted, that things need to change immediately or I need to figure out what makes the most sense for my career trajectory. I do like my peers and they are knowledgable and I want to stay and learn. However I get that I could easily stagnate like this. I would also mention how I do have ambitions to rise to the top, but I need the support system especially if everyone states I deliver so much. What does everyone think about this? Is this the right thing to say and suggest to my skip manager? I'm focusing just on the facts and observations, not involving any perceptions or emotions here. If anyone needs more info to give a better response, I am not worried about quitting my job and focus on sharpening my interview skills all day, then interviewing for a new role with a fresh perspective, especially since I'm working almost 14 hours a day at this point. If any quants/quant traders want to give private advice to an engineer who transitioned to a quant over the past few years, my DMs are open. YoE: 6 TC: 400k (no I don't work at RBC) Thank you all once again! #workplace #finance #tech #career #quant

First time managing a project, and no one is doing their part (Part 1)

Blind