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The tricky bit for #4 is if you're, say, a high-performing engineer on a team that's being poorly mis-managed so as to create little business value, getting a d
by lazerwalker 8y ago
The tricky bit for #4 is if you're, say, a high-performing engineer on a team that's being poorly mis-managed so as to create little business value, getting a disappointing performance review is far more likely to cause you to leave the organization entirely than to switch to a different team. Creating a company culture that engenders that sort of trust and loyalty is not impossible, but still non-trivial.
- tomrod 8y agoThat seems by design. Good skills poorly applied are t helpful in orgs that need total restructuring, I reckon? Curious for your thoughts.
- lazerwalker 8y agoThe parent seemed to be describing a situation where there was a market whereby good talent will inherently flow from bad projects to good projects within an organization. I think my point is they usually don't migrate to a new project within the company, they migrate to another company. It's true that good IC-level work is often a waste in an organization whose management is too dysfunctional to be focusing on the right things, but an org where all the good people leave is going to find itself in trouble.