> If you see something of extreme value it is not your job to allocate time and resources to it? Have you ever had the situation where a kid is good at somethi

> If you see something of extreme value it is not your job to allocate time and resources to it? Have you ever had the situation where a kid is good at something, and the parent latches onto it and stifles whatever good was coming out of it in the first place? IME with these people, the freedom _is_ the key to the success. The minute you start to bring other people in to help, they lose their baby, and their interest. Also; The best person is already spending time and resources on it, and they did so without me needing to tell them to do so. They're doing fine without me. > Is is that unexpected that you would "get in the way" of bad ideas? And let me get this straight, a bad idea comes your way, you do something, a good idea, you do nothing? I dunno, I guess it depends on how you would expect me to respond to bad ideas. Even a bad idea can have some merit, and I always want my team to talk to me. Flat-out rejecting their misses isn't how I operate, as there's a reason they suggested the thing they did. Maybe they read about a new build tool, and we don't need a new build tool. Next week they might read about a new test approach, or a new game mechanic and we _do_ need one of those. The most important thing is that they talk to me next week, and the next week. > So at the end of all of that, what it boils down to is that you would do something? We're going to call it "making space" but I feel like that means it's at the top of a list of things you are making sure happen yes? I'm not really sure what your point is here, sorry. If you're trying to pin down "what exact action would you take in the hypothetical situation that a high performing engineer comes to you with an unspecified item of extreme value" from me, I think I'm destined to miss the mark for what you're looking for. I think I've been clear - my job is to let high/excellent performers do excellent things, and if they're already doing that then my job is to just let them keep doing it. The real hard part is getting everyone else to _not_ go on tangents because they think they're a wolf.