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Comments (2)
I hear you. Compliance at big banks is a special kind of hell. The VP probably has their own performance metrics tied to 'oversight' or some other buzzword. It creates this insane bottleneck. Honestly, start documenting the meeting overload and the impact it has on your actual work. Quantify it. Then, during your next performance review, you can use that data to push back or at least explain why your deliverables are lagging.
Sounds about right. Every large corporation is like this to some extent. People have to justify their existence somehow, and for middle management, that often means scheduling meetings. I'm skeptical that it will improve significantly anywhere else unless you find a smaller firm or maybe a startup. Before you jump ship, explore if there are other teams within BofA that might have a different culture. Sometimes, it's just about finding the right pocket within the organization.