if anyone ends up in a leadership role, your job is to remove obstacles from your workers, avoid people from interfering with your workers, give your workers what they need to succeed, co-ordinate between your workers , fill the gaps in their knowledge, and take the shittiest tasks that are leftover.
yes, but if your person is specialised to the point where they would be able to resolve the matter best, let them have the cross discipline/personal leadership to be a representative of your team/project to allow them to grow.
Ideally, yes. But it’s not just on the person, it’s on the entire organisation to utilize that person best.
If everyone starts asking the senior engineer to fill potholes, because he does it so neatly, a manager should definitely start telling everyone they can request the senior engineers time through the manager.
But if everyone acts like a professional and considers the whole structure, instead of just themselves, then people can manage themselves just fine.
“Absolutely, and this speaks directly to the mission-critical need for leveraging granular vertical ownership within a hyper-synergistic deliverables matrix. By activating the core bandwidth of specialized resource nodes to engage in omni-channel interfacing and personal brand elevation, we catalyze exponential paradigmatic growth curves. It’s about more than role-based alignment — this is a cross-pollination of iterative thought leadership within a frictionless eco-agnostic value proposition. Empowering niche operatives as holistic touchpoint evangelists not only recalibrates the proactive-dependency continuum but also realigns our quantum KPIs toward a next-gen Six Sigma trajectory of holistic disruption and enterprise-level harmonization.”
I’m incredibly lucky right now this is exactly what my current boss does. It’s wonderful and I actually feel like I can get a lot of work done (at least when we’re not bogged down with the corporate mandated giant ‘scrum’ meetings)
if anyone ends up in a leadership role, your job is to remove obstacles from your workers, avoid people from interfering with your workers, give your workers what they need to succeed, co-ordinate between your workers , fill the gaps in their knowledge, and take the shittiest tasks that are leftover.
Meaning: stop other “leaders” from ever coming remotely near your people.
yes, but if your person is specialised to the point where they would be able to resolve the matter best, let them have the cross discipline/personal leadership to be a representative of your team/project to allow them to grow.
Ideally, yes. But it’s not just on the person, it’s on the entire organisation to utilize that person best.
If everyone starts asking the senior engineer to fill potholes, because he does it so neatly, a manager should definitely start telling everyone they can request the senior engineers time through the manager.
But if everyone acts like a professional and considers the whole structure, instead of just themselves, then people can manage themselves just fine.
“Absolutely, and this speaks directly to the mission-critical need for leveraging granular vertical ownership within a hyper-synergistic deliverables matrix. By activating the core bandwidth of specialized resource nodes to engage in omni-channel interfacing and personal brand elevation, we catalyze exponential paradigmatic growth curves. It’s about more than role-based alignment — this is a cross-pollination of iterative thought leadership within a frictionless eco-agnostic value proposition. Empowering niche operatives as holistic touchpoint evangelists not only recalibrates the proactive-dependency continuum but also realigns our quantum KPIs toward a next-gen Six Sigma trajectory of holistic disruption and enterprise-level harmonization.”
I’m incredibly lucky right now this is exactly what my current boss does. It’s wonderful and I actually feel like I can get a lot of work done (at least when we’re not bogged down with the corporate mandated giant ‘scrum’ meetings)