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I'd always give my manager a chance to keep their promise. If they fail and start making excuses instead of taking responsibility, I can also work with that, bu
by vladimirralev 13y ago
I'd always give my manager a chance to keep their promise. If they fail and start making excuses instead of taking responsibility, I can also work with that, but it's not going to be the same in terms of motivation and productivity.
Many managers got their education straight from Dilbert or the movies. They think screwing you over and maintaining ambiguity is "business-savvy". It's well known that employees will grow resentful when your actions cost them money. It's one of the few HR areas with actual studies and it's common sense in general. Good managers are pretty rare though indeed.
- rdtsc 13y agoI (hopefully) learned from mistakes of others. My friend got burned. He was promised a "share of the profits" if company gets sold, he was young, after college, his boss knew how to take advantage of him. Sure enough company gets sold. Most good people had left (except as it turns out the others who also got promised privately large exclusive! windfalls). In the end it was, of course, blame on some technicality. "Sure I would have given you those millions, if it wasn't for the lawyers, those pesky lawyers, wouldn't you just want to drown them, sheesh...", stuff like that. Oh well, he runs his own company now, but it was a valuable lesson.
- vladimirralev 13y agoYes, this is a good example. I have my own timeout value for promises - about 6 months. That should be enough.
- spiritplumber 13y agoI tell people that I consider oathbreakers as worse than murderers. This generally happens early in the business relationship, and has considerably cut down on the number of brawls I have found myself in.
- dredmorbius 13y agoYou and Dante. His ordering of the circles of Hell: Limbo, Lust, Gluttony, Greed, Anger, Heresy, Violence, Fraud, and Treachery.