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> You manage problems and projects and enable people to do their jobs well. This is based on the assumption that people want and can do their jobs well, or at
by NumberCruncher 5y ago
> You manage problems and projects and enable people to do their jobs well.
This is based on the assumption that people want and can do their jobs well, or at all.
Lucky you, if this sounds strange to you.
- Koshkin 5y agoIsn’t there a standard process of dealing with employees who are unable or unwilling to do their job?
- kqr 5y agoMost people in an organisation have, very roughly, the same desire to do their jobs well. There are outliers in either direction. If most people in an organisation are not interested in doing their jobs well, then something about the organisation is incorrectly set up. Humans have intrinsic motivation driven by autonomy, mastery, and purpose. If the masses of people don't want to do their jobs well, the organisation has taken too much autonomy, mastery, and purpose away from their employees. If most people in the organisation are willing to do a good job, but some outliers misbehave, there are, as another commenter mentioned, standard ways to deal with that. (Mentorship, counceling, retraining, warning, firing.) But critically, the standard ways to deal with struggling individuals should not be applied if there's a large majority struggling, because then the problem is in the organisation, not the individual.
- NumberCruncher 5y agoThanks for the insightful comment.