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“The fundamental issue is that in almost all larger companies, upper management does not trust that their employees are either intrinsically motivated to do a g
by rqtwteye 2y ago
“The fundamental issue is that in almost all larger companies, upper management does not trust that their employees are either intrinsically motivated to do a good job, or are smart enough to determine what "a good job" is.”
That’s what i have concluded a long time ago. Upper management has a deep distrust of their employees and acts accordingly. They will hire consultants or external people before they will listen to their employees. I think part of it is that a lot of them don’t really believe in anything themselves and only blindly try to fulfill goals set by their CEO or board of directors.
- stevenklein 2y agoIdeally management is working with IC teams to set good Key Results. Management shares context of what's important (objectives) and IC teams propose good quantitative measures (key results) of how they'll achieve it.
- rqtwteye 2y agoYes, “ideally”. I have never seen meaningful numbers as targets. Sometimes it works for a short term effort but in most cases you have ten different measures tha5 are important
- pbhjpbhj 2y agoDo they "not trust" or do they not have a clue whether to trust them?
- rqtwteye 2y agoThe result is the same. If a manager can’t judge whether their employees are trustworthy they are not competent for the job.
- JALTU 2y agoConsultants also provide political cover if things go sideways. Conversely, if the consultants operate well, the executive sponsor might be promoted and thus there is value delivered. But really the question is, "Are you working someplace where there is a culture of promoting from within?"