3 ms·
meh, he's not wrong, but he's not right either. The author assumes that the manager above them is actually right about the impact, and therefor the priority, o
by whydoineedthis 3y ago
meh, he's not wrong, but he's not right either. The author assumes that the manager above them is actually right about the impact, and therefor the priority, of the problem. In the more common case, where the manager has the ol'head-up-the-arse problem, the real solution is to know how to kiss-tushy and pick your battles carefully.
If you can't come to terms with being right, but also keeping your mouth shut at the same time, then indeed your management potential will be limited.
- irisgrunn 3y agoYup and if all else fails, just leave (wish I realized that before my burn-out)
- MilStdJunkie 3y agoSometimes you just need to let the ship sink into the ocean. Wish I had a time machine to go back and tell myself that ten years ago. Quite often, doing a rescue on a process problem . . it's like a coaler changing the course of the Titanic after pie April 14, 1912. At some point, you just make sure you're abovedecks and have your oilskins on by midnight.