u/Signal_Ad_1967

I’m looking at the Jetour G700 Luxury 6-seater, but the payload figure seems surprisingly low at around 500–525 kg.

Six adults averaging 90 kg = 540 kg, which would already put you at or above the limit before luggage, camping gear, water or recovery equipment.

Even four adults leave only around 140–165 kg for everything else.

For comparison, my LC300 has roughly 700+ kg payload.

Am I missing something, or is this a genuine limitation of the G700 Luxury? Would be great if a UAE owner could share the GVWR sticker.

I am the line manager for a team that is fully seconded to a client, while I remain within the consultancy.

The challenge is that I have very little visibility of their actual day-to-day work. I’m not involved in their projects, deliverables, workload, priorities or progress. Most of my interaction with them is around general line-management matters such as leave approvals.

I do try to have a one-to-one call with each of them every month or two, but realistically that still doesn’t give me enough insight into what they are actually delivering or how they are performing.

Whenever I speak to the client, the feedback is usually just, “Everyone is doing well.”

Now appraisal time is approaching, and I’m expected to assess individual performance.

I also manage a wider team that works directly with me, so I naturally have much better visibility of their work, development and contribution. I sometimes feel the seconded team gets left out simply because they are embedded with the client and out of sight, which I don’t think is fair to them.

How do other managers handle this properly?

Do you rely heavily on structured client feedback? Ask each employee to provide evidence of achievements against objectives? Have the client complete part of the appraisal? Set up more formal quarterly reviews with both the employee and client?

I don’t want to give everyone a generic “meets expectations” simply because I lack evidence either way, but I also don’t think it’s fair to assess people on work I haven’t actually seen.

Interested to hear how others manage performance, development and appraisals for fully seconded staff without them becoming the forgotten part of the team.

Recently got 4 black points for tailgating. I know I should not be doing it and there is no excuse for such behaviour.

Need to understand if black points affect insurance premiums at the time of renewal?

I have worked in consulting for over 2 decades, both as an employee and as a manager.

I am writing this because after spending time on this subreddit, I kept noticing the same pattern: many posts begin by declaring the manager, project, company or entire workplace toxic. but contain almost no reflection on the poster’s own performance, communication, reliability or expectations.

The employee is not always wrong.

But the employee is also not automatically right merely because they wrote the Reddit post.

I have seen genuinely abusive managers damage good employees. I have also seen managers called “toxic” for checking poor work, giving uncomfortable feedback, enforcing agreed office attendance or allocating people according to business needs.

That is why the first question should not always be:

“Why is this happening to me?”

Sometimes it should be:

“What part of this situation am I contributing to?”

That is not self-blame. It is professional maturity.

And before anyone deliberately misunderstands this: yes, genuinely toxic workplaces exist. Harassment, discrimination, public humiliation, exploitation, impossible workloads and serious mental-health struggles are real. People facing them deserve empathy, support and action.

But not every uncomfortable workplace experience belongs in that category.

So let me answer half this subreddit in one post. Please down vote if you dont agree.. this can be considered as my rant but I had to write about it.

“My manager checks my work constantly.”

Maybe because your work cannot yet be trusted. Autonomy is earned through consistent delivery, not demanded during onboarding.

“My manager gave me negative feedback.”

Feedback is not bullying merely because it hurt your feelings. Reflect on it honestly. If it is wrong, disprove it through results. If it is right, improve.

“I made one mistake and now I’m panicking.”

Everyone makes mistakes. Correct it, understand why it happened and move on. Nobody else is replaying it in their head for three weeks.

“They asked me to work from the office.”

WFH is an employment arrangement, not a constitutional right. If your job requires office attendance, attend, or find a newjob that offers the flexibility you want.

“Nobody invites me for coffee or lunch.”

Your colleagues did not adopt you. Be pleasant, contribute and build relationships naturally. This is a workplace, not a school friendship contest.

“My manager isn’t supportive.”

A good manager should provide direction, resources and fair feedback. But your manager is not your parent, therapist or full-time motivational speaker. And if he cannot do the above then find a new manager. People leave managers and not companies.. something I heard 20 years ago and I still believe in it.

“I want to be released from my project.”

Projects are not Netflix shows you abandon when the plot becomes uncomfortable. Raise genuine concerns professionally, but understand that the company hired you to meet business requirements and not to curate your ideal experience.

“I’m being given work I don’t enjoy.”

Welcome to employment! Every job contains boring, difficult and inconvenient work. You are being paid because it needs doing, not because it completes your spiritual journey.

“Others get visibility despite all my hard work.”

Then learn to communicate your contribution. Doing invisible work and expecting senior management to magically discover is not humility. It is poor career management.

“My colleague is a bootlicker.”

Maybe they are. Or perhaps they understand priorities, communicate better, take ownership and are simply easier to work with than you.

“HR didn’t protect me.”

HR exists primarily to protect the organisation. Document facts, understand company policy and stop approaching HR as though it is the Supreme court

“Should I resign immediately?”

Not every unpleasant week requires resignation. Build your skills, save money, secure another offer and leave intelligently. Rage-quitting without a plan is plain stupidity.

“My job is affecting my mental health.”

Take genuine symptoms seriously and seek professional help. But do not use therapy language to rebrand every deadline, correction, commute or uncomfortable conversation as trauma.

Again, some workplaces really are toxic. Some managers are incompetent, abusive or cruel. Some employees are genuinely trapped in damaging situations.

But sometimes the workplace is not the entire problem.

Sometimes you are inexperienced, unreliable, poor at communicating, resistant to feedback or simply not very good at your job yet.

The word yet matters.

You can learn. You can improve. You can become more resilient, capable and valuable.

But that process cannot begin while an echo chamber keeps assuring you that every discomfort is abuse, every criticism is bullying and every inconvenience is a red flag.

Before asking, “Why is everyone doing this to me?”, ask:

“What part of this is within my control, and what do I need to improve?”

You are an employee, not a hostage.

But you are also not the main character of the organisation.

TL;DR: Genuine workplace abuse deserves empathy and action. But before labelling your manager, project or company toxic, honestly examine your own performance, communication and expectations. Sometimes the workplace is the problem. Sometimes you are contributing to it. Knowing the difference is how you grow.

Most people on this thread are from the IT sector, but I thought I would share my two cents from the construction / consultancy side after 20 vears in the industry. Maybe it helps the small minority here from my sector and maybe it gives the IT crowd a small insight into how careers evolve outside tech as well

I started my career in Delhi as a Site Engineer before veering into Quantity Surveying / Cost Consulting, and eventually into Project Leadership roles handling major large-scale developments internationally.

One thing I've noticed is that IT and construction have very different career journeys - but both are incredibly demanding in their own ways.

In IT, growth can sometimes happen very fast. Skills evolve quickly opportunities scale globally, and good talent gets recognised early

In construction and consultancy, the growth curve is far slower and far more experience-driven.

You spend years on dusty sites, handling contractors, claims, procurement and budgets, sitting in endless coordination meetings (mostly inperson) dealing with client pressure, and occasionally suffering because a design consultant suddenly decides to redesigr half the project after everything was already priced

At the start, it can feel repetitive and underappreciated. But over time, the experience compounds heavily.

The people who rise are usually not just technically strong - they're the ones who can manage people, pressure, commercial risk, communication, politics, and uncertainty.

One day you're checking rebar quantities at 11 PM as a junior engineer on site. A decade or two later, you are leading multiple teams across multiple billion developments, sitting in executive meetings explaining why projects are drifting off budget and how to bring them back under control.

The technical side became the easier part over time. Judgment leadership, communication and decision-making are what eventually define your value

To younger professionals: Don't get discouraged if your industry grows differently from what you see online. Some careers scale fast early. Others build slowly and become incredibly rewardina later

Both paths have their own grind

TL;DR: Started as a site engineer, moved into QS / Cost Consulting, survived contractors, claims, redesigns and corporate chaos for 20 years, leading multi-billion projects. Careers outside IT may grow slower initially, but experience compounds heavily over time.