alt Hacker NewsThis is really nice. I've been doing this for quite a while (and also ping pong ic-em and back). Oh and I've also been "the" poor performer. A couple of observations:
1. Performance management is never easy and I don't think it should be. I don't mean the technique or process of it bit the mental weighing of it. You are affecting a person's livelihood so you don't want to approach it robotically always (despite what the hr training tells you about it not being personal etc)
2. This is a big one. Performance has a huge under rated aspect that is environmental and circumstantial. I've seen really strong performers drop and fail because of personal situations and not being able (or rather not given the space and bandwidth to recover organically). And similarly those with a poor perf in one company go to a supposedly "higher tier" company and really thrive and sky rocket.
Management is really a mixed bag. I loved the coaching, direction setting, strategy, etc but always having to sell opaque higher up decisions as your own and being an inverted $hit umbrella for leadership can be draining. I guess the solution is to just join executive leadership ha.
Replies
> I guess the solution is to just join executive leadership ha.
It's really... not? I guess, it probably depends on the person too. But at some level, you have both a lot of power to influence things accidentally in a bad way if you're not careful, and at the same time absolutely minimal power to actually get stuff done (you always need to rely on others for the "doing" part, oftentimes several levels deep/ with a lot of potential for miscommunication).
Those opaque decisions? You _have to_ take decisions, because not taking decisions is very often worse than taking a bad decision. And you don't have the information, you can't have the information, you need to work at a high level of abstraction because it's impossible to know all the details. Unless the relevant details are being communicated to you just in time (spoiler: they won't be), you won't know them. If you actually care about how well you do your job and what is your impact on others, it's not a walk in the park, at all.
> always having to sell opaque higher up decisions as your own
Is that really part of management etiquette? In my experience nothing ruins my trust in my manager more than when they pretend that they love every decision from the higher ups. My favorite managers have always taken a “well this is dumb but we have to do it because the CEO said so” approach. It creates comraderie and lets me know they are a real person.
My least favorite manager of all time laid off a valued member of the team for financial reasons (sad but understandable). Within 24h he had started to rationalize and defend that our team was actually /better/ now. I assume he was trying to convince himself as much as the rest of us.
Managers are weird because they are implicitly asked to take on elements of the organization into their personality. It’s unavoidable to an extent. But some fully become Sartre’s Waiter. I always wondered if this type of manager went home and was totally cool and normal with their family or if they brought The Board home with them too.
1. That's because people are unique and there are infinite people problems to solve, so it will never be easy.
2. I don't believe those are the types that OP was talking about. There are people that will just never work out to begin with, and there are people who have bad days/weeks. The latter are already trusted and deemed worthy, so it's not the same class of problem.
And remember, being a director is just being an inverted $shit umbrella for veeps, so the grass isn't always greener!
> I've seen really strong performers drop and fail because of personal situations and not being able (or rather not given the space and bandwidth to recover organically). And similarly those with a poor perf in one company go to a supposedly "higher tier" company and really thrive and sky rocket.
I have, too, but this is the bias I was talking about: We like reading and writing about the situations where managers were able to convert a low performer to a star performer. Similarly, when a high performer becomes a low performer we like reading about how management was at fault.
Yet much less is written about the difficult employees who aren’t responsive to management coaching. Most of what is written is about the stories where good managers turned difficult employees around or bad managers failed to help employees, leaving an impression that the manager is solely responsible for the outcome.
In the peer group I mentioned above a common story is for someone to arrive after trying to coach a problem employee for years without progress. When you’ve been led to believe that a failing employee is really a failure of management it’s hard to let go of them, because letting go is admitting failure. It takes a reality check from someone more experienced to realize that not every employee has good intentions. These situations aren’t written about as much because they’re uncomfortable and many don’t like reading about it.