WHAT MAKES A COMPANY GREAT? (PART 3)

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Do you know why managers yell and demand results?

Besides the fact that they are huge a-holes?

Most likely it’s because they don’t know how to do the task.  Otherwise, they would probably mentor you. 

Actually, I’ve been in the awkward position of leading a group who were doing some 3D terrain modeling, and they were having very challenging software issues.  I had no idea how to be of any real help to them.  I could only tell them to reach out to others.  It was as frustrating to me as it was for them. 

At least I didn’t yell and try to bully them into performing better. 

A good manager (i.e., a leader) would be empathetic to their plight.

Albeit there is good advice (for example in the book, “Enlightened Leadership”) for leaders to speak softly and carry a big stick, and to use the stick during the ten percent of the time it’s really needed.

All too often managers get their positions due to the Peter Principle.  According to the Peter Principle, people in a hierarchy tend to rise to a level of their incompetence.  Employees are promoted based on their success in previous roles until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. 

And then there is the Dilbert Principle.  The Dilbert Principle states that companies tend to systematically promote their least-competent employees into management positions. They do this to limit the damage they could otherwise as employees since they’re more likely to make mistakes in the employee level.

I think there is more Peter Principle in practice.  Anyway, many managers are simply that.  Managers.  Some managers have not been doers, and so they don’t really know how to help you.  Thus, their default is to criticize their employees for doing a job poorly. 

If you work for this person, you should find a new job before they ruin your life. 

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