3 ms·
> In practice people gravitate to, hire and promote individuals they like to be around, not people who demand accountability....especially when the ship is smoo
by francisofascii 7y ago
> In practice people gravitate to, hire and promote individuals they like to be around, not people who demand accountability....especially when the ship is smooth sailing.
> However, when a company needs to grow or is in a crisis, CEOs or the Board would often hire highly competent and pushy executives, to crack the whip and fix the boat. Accountability and performance become important attributes.
This is super interesting. But I can't seem to grasp actually choosing to promote the more likable person over the more competent, unless the competent person was downright unlikable.
- webmaven 7y ago> I can't seem to grasp actually choosing to promote the more likable person over the more competent, unless the competent person was downright unlikable. Just imagine you are a likable but less competent person... who are you going to promote then? This more-or-less boils down to "A players hire A players, but B players hire C players", except hiring is in practice far more random than that, but promotion isn't.
- blaser-waffle 7y ago40 hours a week is roughly a 3rd of your working week. Like a full 1/3 of Mon-Fri is spent working. For executives and managers, those working hours are probably greater -- like 50+ sometimes. If you're looking at spending 1/3 of your life sleeping, and another 1/3 doing work related stuff, why not spend it around people that are tolerable to be around? That's a huge chunk of your life. Imagine spending 25 years working with assholes.