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I would strongly disagree with you on both points -- that you're getting paid to do a job, and that you have to be paid to be a leader. For one, you don't beco

by Retra 11y ago

I would strongly disagree with you on both points -- that you're getting paid to do a job, and that you have to be paid to be a leader. For one, you don't become a leader by being paid to be a leader. That's how you end up as an incompetent manager. You become a leader by taking responsibility and doing what you can to ensure those responsibilities are taken care of. One of those responsibilities is to make your organization better. And you shouldn't think you're getting paid to do a job. I'm going to do a job whether I get paid by my employer or not. What I'm getting paid for is to take my employers priorities and goals into consideration, and the strength of that consideration is proportional to the pay. If you don't pay me very much, my priorities will be considered first, and one of my priorities from a workplace is to be comfortable and happy within a good organization -- I will work to help and support my friends and coworkers. So that's what I'll focus on. If you want me to 'just do a job' or 'maximize company profits', you need to pay me extra, because I won't care about those things for cheap. You must be miserable at work if you think you're getting paid to just do labor. That's a waste of an education, assuming you have one.

vinceguidry 11y ago
> that you're getting paid to do a job, and that you have to be paid to be a leader. I did not mean these things the way you seem to think I meant them. > What I'm getting paid for is to take my employers priorities and goals into consideration, and the strength of that consideration is proportional to the pay. If you don't pay me very much, my priorities will be considered first, and one of my priorities from a workplace is to be comfortable and happy within a good organization -- I will work to help and support my friends and coworkers. I use a similar rubric to decide how to prioritize my time. My defined role comes first over everything else. Because I am accomplishing my role extremely efficiently my company sees me as a very good employee. What I do with the rest of my time I consider to be my sole discretion. If I have an idea for something I'd like to build for the company, I'll go over it with my manager to gauge interest. Sometimes he's interested, sometimes he's not. I do not sweat lack of interest, I am an idea machine, I can come up with new ones. I look at this surplus time as the primary benefit I receive from getting better over time at my job. I spend maybe a couple hours per week on defined roles, the surplus time I mostly re-invest back into my own capabilities. This helps both the company and me, but mostly me. The company simply isn't set up to be able to utilize my talents effectively.

by Retra 11y ago

vinceguidry 11y ago

> that you're getting paid to do a job, and that you have to be paid to be a leader. I did not mean these things the way you seem to think I meant them. > What I'm getting paid for is to take my employers priorities and goals into consideration, and the strength of that consideration is proportional to the pay. If you don't pay me very much, my priorities will be considered first, and one of my priorities from a workplace is to be comfortable and happy within a good organization -- I will work to help and support my friends and coworkers. I use a similar rubric to decide how to prioritize my time. My defined role comes first over everything else. Because I am accomplishing my role extremely efficiently my company sees me as a very good employee. What I do with the rest of my time I consider to be my sole discretion. If I have an idea for something I'd like to build for the company, I'll go over it with my manager to gauge interest. Sometimes he's interested, sometimes he's not. I do not sweat lack of interest, I am an idea machine, I can come up with new ones. I look at this surplus time as the primary benefit I receive from getting better over time at my job. I spend maybe a couple hours per week on defined roles, the surplus time I mostly re-invest back into my own capabilities. This helps both the company and me, but mostly me. The company simply isn't set up to be able to utilize my talents effectively.