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> And to the rest of your comment, I'm a tech lead with direct reports. Oof, so you'd be cool with people on your team not working? > I cannot imagine what ki

by bko 5y ago

> And to the rest of your comment, I'm a tech lead with direct reports. Oof, so you'd be cool with people on your team not working? > I cannot imagine what kind of manager you have to be dealing with for them to take exception with quality insights such as "I keep getting blocked on X by Y" vs vague claims of "doing nothing and obfuscating". I like to work on teams that are effective where things get done. It is incredibly demoralizing working with sub-par team members, not even to mention people that go out of their way to not do work. I wouldn't want to work on such a team and I wouldn't want to manage such a team. It builds a toxic environment. My worst times in my career where was when I was on a team that was not really doing anything and no one was working. I guess I'm just more communicative. I would want junior people on my team to feel comfortable to bring up any issues or things that they notice. Because I know if you have even one toxic member on your team, one that doesn't pull their weight or put in any effort, it can ruin the whole team and eventually the organization if those people are allowed to stay.

BoorishBears 5y ago
> Oof, so you'd be cool with people on your team not working? Oof, so you work at places where people have 0 deliverables for a year? Because on my teams people have deliverables. Is that what's hanging you up? Where I work they'll block things if they're doing 0 work. If the deliverable is overseen by me I'll do my job and look into why it's not happening, and if the deliverable is due to a team member and never materializes, I'm saying that's something to bubble up. > I like to work on teams that are effective where things get done. If you say so... doesn't > I guess I'm just more communicative. I'm about effective communication. If someone misses a single deliverable their first thought (hopefully) isn't going to be "this person has been slacking!". By the time someone has that thought damage is being done. If instead they bring the deliverable up to me and I know they also missed a deliverable due to someone else... or they tend to miss deliverables related to X feature... or they missed the deliverable because of Y obligation... Now we can have _effective conversations_. I can find out if the person needs help learning how to work on X feature. I can communicate there was a prior obligation so that we're not getting to the "this person is slacking!" conclusion I can communicate a forming pattern before any one person comes to that conclusion too. - People should feel comfortable bringing up opinions. I wouldn't berate someone for saying someone else is slacking. But this is HN and someone is asking for advice: I gave advice that keeps OP from alienating themselves for no reason and still doesn't hurt their manager's ability to be an effective manager. It's important they don't sandbag their manager to avoid possible embarrassment, but 3 comments deep here I think I've stablished how any competent manager would have as good or better outcomes with this form of feedback...

by bko 5y ago

BoorishBears 5y ago

> Oof, so you'd be cool with people on your team not working? Oof, so you work at places where people have 0 deliverables for a year? Because on my teams people have deliverables. Is that what's hanging you up? Where I work they'll block things if they're doing 0 work. If the deliverable is overseen by me I'll do my job and look into why it's not happening, and if the deliverable is due to a team member and never materializes, I'm saying that's something to bubble up. > I like to work on teams that are effective where things get done. If you say so... doesn't > I guess I'm just more communicative. I'm about effective communication. If someone misses a single deliverable their first thought (hopefully) isn't going to be "this person has been slacking!". By the time someone has that thought damage is being done. If instead they bring the deliverable up to me and I know they also missed a deliverable due to someone else... or they tend to miss deliverables related to X feature... or they missed the deliverable because of Y obligation... Now we can have _effective conversations_. I can find out if the person needs help learning how to work on X feature. I can communicate there was a prior obligation so that we're not getting to the "this person is slacking!" conclusion I can communicate a forming pattern before any one person comes to that conclusion too. - People should feel comfortable bringing up opinions. I wouldn't berate someone for saying someone else is slacking. But this is HN and someone is asking for advice: I gave advice that keeps OP from alienating themselves for no reason and still doesn't hurt their manager's ability to be an effective manager. It's important they don't sandbag their manager to avoid possible embarrassment, but 3 comments deep here I think I've stablished how any competent manager would have as good or better outcomes with this form of feedback...