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Hmm, as a life-long high-performer I am thinking maybe slackers are right; meeting or accelerating deadlines never resulted in bonuses/appreciation, always resu
by bitL 9y ago
Hmm, as a life-long high-performer I am thinking maybe slackers are right; meeting or accelerating deadlines never resulted in bonuses/appreciation, always resulted in more and more work; when it came to promotions slackers were fast tracked and work horses were kept where they were. Frankly, empirically it doesn't make any sense to exceed average team velocity unless you work on your own stuff. Being "too good" often brings resentment, fear and super nasty backstabbing from those that underperform, so why bother if rewards are out of place?
- rboyd 9y agosee also The Gervais Principle
- 8ytecoder 9y agoNot all times are super hard workers doing super smart things. I'm not saying never; just not often. Most smart people do figure out how not to work so hard - automate, delegate,...etc They seem to do all the right things to avoid having to work hard (as in overwork).
- deleted 9y ago[deleted]
- toyg 9y ago> slackers were fast tracked and work horses were kept where they were. Why would I want to move a cog from a mechanism where it's working great, to a different mechanism where it may or may not fit? Might as well get a cog that you know it's not fitting already, and try it out elsewhere: in the worst case it will keep working badly, and in the best case it will actually start working properly. No downside!
- bitL 9y agoYeah, probably that kind of momentarily thinking. Just the cog suddenly leaves to a better company and blacklists the whole company for lifetime, including giving non-positive recommendations to potential hires; the mechanism suddenly stops on that level and most likely on slacker's new level as well.
- slededit 9y agoThe slackers that survive are deeply tuned to what their managers care about. This is what allows them to stay alive while cutting corners. Knowing what to work on is exactly the skill that a manager needs.