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Hypothetically, I think I'd rather not hire you in the first place. On one hand, I want to treat you as a person with autonomy and empower you to bring your sp

Hypothetically, I think I'd rather not hire you in the first place. On one hand, I want to treat you as a person with autonomy and empower you to bring your special qualities and skills every day. On the other hand, I need people who can be managed effectively and know how to be part of a team - that means rolling your eyes quietly during the 'c-suite bullcrap', but also being able to take from it whatever is needed to provide direction in which to get running. Instead, I'm sensing a 'rock management' vibe from you: you know what rock you don't like if I present it to you, but you can't define what rock you do like - and I don't need the overhead that comes with trying to help you work that out. Bottom Line: leadership is a two way street. It takes hard work and authenticity on behalf of leaders. It also takes a level of faith, openness and understanding on behalf of the team. If either party doesn't show up, things get much, much harder.

andrewflnr 7y ago
Leadership is not entitled to the trust of their team. It must be earned. There's no reason for people to put themselves on the line for leadership that, statistically, will most likely not reciprocate. Also, the paragraph about "rock management" was entirely unjustified and un-called-for. You appear to have confused GP with someone else.
jacobwilliamroy 7y ago
Speaking factually, not hypothetically, you want me on your team. I'm the guy who split his check three ways and raided dumpsters for food, just to make sure everyone got paid. As a private contractor, I have more bosses than I know what to do with: 9 clients at the moment, 7 repeat offenders; with each and every single one of them I don't leave a discussion until I have received a concrete request, established a delivery schedule, and read the whole plan back to the client to reassure everyone that their direction has been received exactly as they want it. If a client comes up and says "I want you to go into overdrive" I am not leaving until he or she explains what is really wanted: for me to produce a rush-ordered video before the end of the month, on top of the two I already have in the pipeline. And I am also lucid enough to know without being told, when my feedback is wanted, and when my colleague just wants me to keep my mouth shut and listen to him or her talk about the Learning Annex book he or she was reading yesterday.
- throwaway_story 7y ago
  Fyi- you just proved the opposing view by selling yourself with a great story. Conclusion: Stories work when they feel authentic and don't suck. That's why all those movies have all those random AA scenes. It's an easy cop out for injecting "this sh-t's real" vibe in order not to lose the viewers to the lagging plot.
  - jacobwilliamroy 7y ago
    What happens when I sell something that was never for sale? Does that mean I get to keep myself, and the thing it sold for¿
    - throwaway_story 7y ago
      Not exactly sure why this is relevant or where you wanted to take this, but ok: in that case you didn't sell anything. You created scarcity because you convinced someone that there are not many like you. You simply created desire in the other person which stays unmet in that moment because, as you say, you weren't for sale. He/she realizes that they desire the traits you have in who they're looking for, so they try to find someone like you elsewhere. the flipside would be: some person next to you on a plane... incidentally and unintentionally, and in a way that doesn't annoy you, a relaxed casual no-bs conversation starts quietly between you two. At some point they drift into talking about something they're building. By the end, randomly, you feel like this is someone you would like to work with/for. Even though your skills turn out to be relevant, they're not hiring.
tekkk 7y ago
Some people are difficult, true. And a lot of leadership also depends on the chemistry between individuals. Some people just don't get along and that's fine, we all think in different way. But you shouldn't take disillusionment with BS as a sign of uncooperation. Sure in some cases you should just cut your losses and move on, but I feel you have to be in touch with reality in all circumstances. If I, as a manager, would see someone rolling their eyes during a 'c-suite bullcrap' presentation I'd later ask them what's wrong and try to understand their point of view (unless there was an obvious reason). That is the two-way street you talk about, but don't see you strongly conveying. Being open to feedback, even the negative kind, is when you know you can truly trust your leaders. Based on that you can reasses is there discrepancy between words and actions, or is the person just generally very anti-authority and doesn't like their higher ups no matter what. Either way you build up a rapport and see if you can turn things around in both cases, but if the person is being unreasonable I guess you just should cut your losses.

andrewflnr 7y ago

Leadership is not entitled to the trust of their team. It must be earned. There's no reason for people to put themselves on the line for leadership that, statistically, will most likely not reciprocate. Also, the paragraph about "rock management" was entirely unjustified and un-called-for. You appear to have confused GP with someone else.

jacobwilliamroy 7y ago

Speaking factually, not hypothetically, you want me on your team. I'm the guy who split his check three ways and raided dumpsters for food, just to make sure everyone got paid. As a private contractor, I have more bosses than I know what to do with: 9 clients at the moment, 7 repeat offenders; with each and every single one of them I don't leave a discussion until I have received a concrete request, established a delivery schedule, and read the whole plan back to the client to reassure everyone that their direction has been received exactly as they want it. If a client comes up and says "I want you to go into overdrive" I am not leaving until he or she explains what is really wanted: for me to produce a rush-ordered video before the end of the month, on top of the two I already have in the pipeline. And I am also lucid enough to know without being told, when my feedback is wanted, and when my colleague just wants me to keep my mouth shut and listen to him or her talk about the Learning Annex book he or she was reading yesterday.

throwaway_story 7y ago
Fyi- you just proved the opposing view by selling yourself with a great story. Conclusion: Stories work when they feel authentic and don't suck. That's why all those movies have all those random AA scenes. It's an easy cop out for injecting "this sh-t's real" vibe in order not to lose the viewers to the lagging plot.
- jacobwilliamroy 7y ago
  What happens when I sell something that was never for sale? Does that mean I get to keep myself, and the thing it sold for¿
  - throwaway_story 7y ago
    Not exactly sure why this is relevant or where you wanted to take this, but ok: in that case you didn't sell anything. You created scarcity because you convinced someone that there are not many like you. You simply created desire in the other person which stays unmet in that moment because, as you say, you weren't for sale. He/she realizes that they desire the traits you have in who they're looking for, so they try to find someone like you elsewhere. the flipside would be: some person next to you on a plane... incidentally and unintentionally, and in a way that doesn't annoy you, a relaxed casual no-bs conversation starts quietly between you two. At some point they drift into talking about something they're building. By the end, randomly, you feel like this is someone you would like to work with/for. Even though your skills turn out to be relevant, they're not hiring.

tekkk 7y ago

Some people are difficult, true. And a lot of leadership also depends on the chemistry between individuals. Some people just don't get along and that's fine, we all think in different way. But you shouldn't take disillusionment with BS as a sign of uncooperation. Sure in some cases you should just cut your losses and move on, but I feel you have to be in touch with reality in all circumstances. If I, as a manager, would see someone rolling their eyes during a 'c-suite bullcrap' presentation I'd later ask them what's wrong and try to understand their point of view (unless there was an obvious reason). That is the two-way street you talk about, but don't see you strongly conveying. Being open to feedback, even the negative kind, is when you know you can truly trust your leaders. Based on that you can reasses is there discrepancy between words and actions, or is the person just generally very anti-authority and doesn't like their higher ups no matter what. Either way you build up a rapport and see if you can turn things around in both cases, but if the person is being unreasonable I guess you just should cut your losses.