Been there, done that.1-6 get you an extra workload and no extra pay, 7-12 get you walked on and used then discarded when management has a friend who needs a position
people do the work... and you need all these qualities for the people to work well together to produce value. managers take credit for the output of those people so that they can afford more toys to compete with the neighbors and die salty. A-tuna-a-potato or something like that.
2. Upper Management tends to be so disconnected from reality on the floor, that they hate it when someone tells them a decision they made was a mistake, is a bad idea, or anything that might challenge their authority.
3. This leads to a "yesman" mentality in mid-level management, and where the majority of office politicking happens. If any rivalry exists, is usually between department heads vying for higher positions. Aka you brown nose "your" boss, and sabotage your competition.
As a aggregate result, competent workers get passed up for promotions, because that might alter existing productivity negatively. Its a dumb premise in general, but something I see often enough in large corporate structures.
Promotions aren't seen as value added in terms of employee as an asset, because they'll stop doing the thing that makes money. But they are seen as retention and reward tools for leadership, because someone is going to claim credit for managing the project that succeeded
Adding to this, depending on industry type, competent workers will sometimes (or often) try to avoid management positions if possible, due to increased workload and responsibilities; but poor compensation in return.
Low level positions tend to look for promotions or vertical/lateral movement to be better compensated (usually pay and benefits). If they experience too much difficulty in doing that, or the compensation is poor, they'll usually look to hold a spot until pressure increases.
What happens next is usually dependent on personality and goals. Some will politic, some will just maintain if comfortable enough, some will leave at the first better opportunity, and a fair amount just hang on until they crack.
What companies need to learn is that actively cranking up the pressure is the best way to turn a passive/complacent worker into one willing to let the whole place burn, by letting bad management run its course.
Because if they like you, they'll try to salvage it
HoldThatTHOT
Been there, done that.1-6 get you an extra workload and no extra pay, 7-12 get you walked on and used then discarded when management has a friend who needs a position
OhIfIMust
These are definitely good qualities, but they're needed even more urgently in MANAGEMENT.
Ghostwish
Keep LinkedIn on LinkedIn thanks.
Exyr
I dont know what a kpi is but I like the structure of the list and how it's dwindling in words.
Lomish
Key Potato Incinerators
alcamar
Metrics for development, key performance indicators. Management lives talking about them right now. KPI is the new TPS
Exyr
Ah I just go by the p&l cool to learn some stuff
Cactus21
They’re both just TLA’s
PwnageHobo
TLA is my favourite TLA, even though technically it's a TLI due to the way it's pronounced
SloppyPotter
why y'all cunts not putting people with any of these qualities in management if they are so sought after?
HeHeHebieJeebies
people do the work... and you need all these qualities for the people to work well together to produce value. managers take credit for the output of those people so that they can afford more toys to compete with the neighbors and die salty. A-tuna-a-potato or something like that.
FreelancerAlphaOneOne
1. If they're managing, they aren't working on "production" or whatever it is that the workers do that results in profits.
FreelancerAlphaOneOne
2. Upper Management tends to be so disconnected from reality on the floor, that they hate it when someone tells them a decision they made was a mistake, is a bad idea, or anything that might challenge their authority.
3. This leads to a "yesman" mentality in mid-level management, and where the majority of office politicking happens. If any rivalry exists, is usually between department heads vying for higher positions. Aka you brown nose "your" boss, and sabotage your competition.
FreelancerAlphaOneOne
As a aggregate result, competent workers get passed up for promotions, because that might alter existing productivity negatively. Its a dumb premise in general, but something I see often enough in large corporate structures.
Promotions aren't seen as value added in terms of employee as an asset, because they'll stop doing the thing that makes money. But they are seen as retention and reward tools for leadership, because someone is going to claim credit for managing the project that succeeded
FreelancerAlphaOneOne
Adding to this, depending on industry type, competent workers will sometimes (or often) try to avoid management positions if possible, due to increased workload and responsibilities; but poor compensation in return.
Low level positions tend to look for promotions or vertical/lateral movement to be better compensated (usually pay and benefits). If they experience too much difficulty in doing that, or the compensation is poor, they'll usually look to hold a spot until pressure increases.
FreelancerAlphaOneOne
What happens next is usually dependent on personality and goals. Some will politic, some will just maintain if comfortable enough, some will leave at the first better opportunity, and a fair amount just hang on until they crack.
What companies need to learn is that actively cranking up the pressure is the best way to turn a passive/complacent worker into one willing to let the whole place burn, by letting bad management run its course.
Because if they like you, they'll try to salvage it