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Thanks. That's a useful perspective. I read it as a general screed on managers in general. Not on improperly structured environments that don't enable managers to do good work which I understand is what you read from the article.
Unfortunately you did not understand what I read from the article. Thanks for the attempt though. Maybe "an younger, immature and less clued in me would resonate with it more than me now" :eyeroll:
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> If you want people to care about things, you have to listen to what they care about Ultimately we are all paid to solve the problems the business needs solved, even if the solution is boring and not 'exciting' or 'cutting edge' tech (which is often). The best people finds excitement and challenge in almost any work and are self-motivated. Sure, as a manager you should try your very best to shield the team from crap…
> Ultimately we are all paid to solve the problems the business needs solved, even if the solution is boring and not 'exciting' or 'cutting edge' tech (which is often). The best people finds excitement and challenge in almost any work and are self-motivated. I think the best managers are able to find relevant challenges/projects for their reports interests. Everything you're saying says to me, that you depend on in "…
You're making it sound black and white when is not. You do make some decisions. Judgement is required around what decisions can be made by you (+ provide reasoning) and which ones require building consensus or just be delegated.
> I think the thing that makes someone a good manager, is that they can make anyone effective. Everyone can grow and flourish under you.
If that were true good managers never would PIP or let go anyone, and that's just not true. The opposite is true. If you think everyone can flourish and never let go poor performers you're the one doing a disservice to your team.