I've had this happen many times. Often, it was escalated to directory and/or VP levels.
The record was, I believe:
- dozens, if not hundreds of verbal reminders
- 84 emails from team members
- 10 emails to the department head, who said "schedule a meeting to discuss"
- 17 meetings scheduled with department head (13 were cancelled by him, the other 4 he didn't attend)
- 49 biweekly project meeting minutes listed the issue as "high priority"
- 18 project Jiras (17 listed as duplicates of the first, which was still in "pending assignment" status)
- 6 SpeakUps (5 listed as duplicates, the first assigned to a person who'd left the company)
In the meeting the VP sat in disbelief as the manager and department head admitted that neither of them read emails, attended project meetings, or read meeting minutes from the meetings they'd skipped. "What exactly do you DO, then?", he asked.
Their attempts to blame the critical issue (which had been building for over two years) on the engineering staff were... not successful.
Five emails? Pfft.
I've had this happen many times. Often, it was escalated to directory and/or VP levels.
The record was, I believe:
- dozens, if not hundreds of verbal reminders
- 84 emails from team members
- 10 emails to the department head, who said "schedule a meeting to discuss"
- 17 meetings scheduled with department head (13 were cancelled by him, the other 4 he didn't attend)
- 49 biweekly project meeting minutes listed the issue as "high priority"
- 18 project Jiras (17 listed as duplicates of the first, which was still in "pending assignment" status)
- 6 SpeakUps (5 listed as duplicates, the first assigned to a person who'd left the company)
In the meeting the VP sat in disbelief as the manager and department head admitted that neither of them read emails, attended project meetings, or read meeting minutes from the meetings they'd skipped. "What exactly do you DO, then?", he asked.
Their attempts to blame the critical issue (which had been building for over two years) on the engineering staff were... not successful.
Save receipts as often as you save your work. Preferably in several locations.