I'm also in the same boat as both of you, but I'm not sure I agree with the idea that I need to do a bunch of extra work to prove some nebulous concept like "impact at the next level" or whatever buzzwoo we want to say in place of that. If the manager wants to develop my talent, then they need to get off their over-priced rear ends and do so.
I feel like making everyone at the lower levels shoulder all of the accountability is the exact opposite of what we need to do when it comes to improving operations across the board.
I feel like making everyone at the lower levels shoulder all of the accountability is the exact opposite of what we need to do when it comes to improving operations across the board.