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The guys who do the interrupting power dynamic thing don't do it to their bosses - only their subordinates and competitors. This, too, is part of the "skill se
by helmut_hed 16y ago
The guys who do the interrupting power dynamic thing don't do it to their bosses - only their subordinates and competitors. This, too, is part of the "skill set" they bring. The attitude of their manager is extremely important in this - some people actually admire the people doing the bullying and think it shows potential for advancement. I'm not sure why, but it explains a lot...
- lsc 16y agoright; my point was that if you have significant ownership, becoming a bully likely hurts you (because it hurts the company) more than it helps you (because who is going to promote you? you own the place.) My point is that the traditional rules for office politics are designed for an environment where the actual owners are absent, and what you have left are the middle managers arguing over control of other people's money. The equation works out quite a bit differently in a startup where the boss usually owns a pretty significant chunk of the company. It's the "at startups" bit of the title (which doesn't seem to be supported by the rest of the article) that I object to.