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Early in my career I quickly moved off projects whenever I found myself working for people like you. As a junior, especially when working for large organisatio
by barnabee 4y ago
Early in my career I quickly moved off projects whenever I found myself working for people like you.
As a junior, especially when working for large organisations I frankly didn’t give a shit whether I did what was described as “my job”, I was interested in learning as much as possible, working across multiple teams and areas and maximising the value of my output (as opposed to the alignment between my output and a job description or someone barely more senior than me’s idea of what I should be doing).
Some managers hated this. Others trusted me, treated me as an equal, and let me propose ideas and take on tasks that nobody even knew/thought were possible and deliver massively outsized value. Those are the ones that made my career.
My advice to anyone young and ambitious is that if you find yourself just “concentrating on your tasks” most of the time, get out of there.
- JumpCrisscross 4y agoTruth is you need both. Some cases call for insulating someone so they can think deeply about one problem. Some require bringing everyone into the fray so you can cross-pollinate ideas. Mis-judge and you get cogs-in-the-machine or status-update-hell syndrome.
- barnabee 4y agoTrue. Also, of course, the way you treat someone, the kind of tasks you give them, and the style of management and working with them should be tailored to each individual to get the best out of them. I’m constantly amazed at how many people want to be managed and told what to do, and value “clarity” over freedom.
- Centigonal 4y agoI genuinely think the world (and most larger organizations) need both kinds of people.
- deleted 4y ago[deleted]