About the harm of silence 2

    I really liked the post "About the harm of silence . " I want to add a little.

    We will proceed from the fact that we have very few good managers.

    There are several reasons, as always:
    • former techies become managers
    • managers are not technical people
    • business requirements often differ from the idealistic picture of employees
    • lack of a normal school of managers
    • greed, stupidity, bureaucracy
    • many managers are just assholes (among simple mortal assholes there are also many, but when they are mere mortals, their giftedness is not particularly visible)

    What follows from this? But there’s nothing else that common sense in an employee-manager relationship often doesn’t work .

    Take project management books — for example, Tom Demarco’s Deadline, Lencioni’s books, or even the notorious useless ReWork. The books themselves are very interesting and correct, but they have one trouble - they do not work for us.

    I can say that he personally does not look like the character of the original topic - i.e. I always raise questions before they turn into a problem.

    • managers really dislike being told that they are doing something wrong, even if they are doing something wrong. Moreover - in my life I’ve heard a million times about the following: “here they (managers) have been on the market for XXX years, and what are you here with your advice?” As a result, an opinion of an ambitious boor develops about you. The worst thing is that it is usually not treated;
    • I saw when the management, attention !, forbade the staff to attend courses so that, having gained experience, they would not run away. Naturally, they paid a small salary;
    • I saw a situation where management allowed the Virgo team to leave with the team lead because they did not want to raise the salary by 100 bucks, but the next day they were ready to give one and a half bucks for a recommendation;
    • as a rule, managers carry some kind of obscene admonition on the topic of pride in their work, passion, call for patriotic feelings, while tea in the kitchen may not always be;
    • very rarely, salaries rise adequately to professionalism. This is easily solved with us - a person leaves for another company for 200 bucks and the process repeats;
    • very many want to get a good specialist for little money, and then shout on all kinds of sites ala habr that there are no normal specialists;
    • very rarely (read - almost never) conditions before employment == conditions after employment.
    Conclusion: A good manager sometimes means more than a big salary and other goodies. Unfortunately, the bonus in the form of an adequate manager is not given everywhere. Therefore, there is nothing to be surprised that specialists solve the problem in their own way - at the price of $ 200 in a new "successful and dynamically developing" company.

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