And yet, there they are… clueless… pushing down traditional management practices that incentivize the exact opposite of what they "say" they want: collaboration. Unfortunately. * sigh *
For a lot of management, "collaboration" means, "You do what I want and you get paid for it." And not, "We'll work together to figure out how to make this work for both of us."
https://www.amazon.com/First-Break-All-Rules-Differently/dp/... is a great book on how effective managers actually take their employee's strengths and weaknesses into account, and lean on their employee's strengths. (Trying to fix them is probably a lost cause.)
Modern coaching and performance management have moved heavily to strength-focused approaches for exactly that reason. Hell, over 20 years ago I was introduced to StrengthsFinder, which is built on exactly that model.
The real problem is most of the managers I've worked along side either don't want to/like to/care to coach, or were never taught how to do it well, having come out of an IC background where they, too, probably never experienced effect performance management. And, ironically, they often get moved into management not based on their natural strength as a coach/manager/mentor, but rather based on their strength as an IC (because, again, their own management likely doesn't understand how to take a strengths based approach to identifying and elevating potential leadership candidates).
Personally, every time I see somebody say "collaboration" on the context of management, it means "you individual contributors go and work with each other". I have never seen it used in terms of collaboration with managers.
btilly|2 years ago
https://www.amazon.com/First-Break-All-Rules-Differently/dp/... is a great book on how effective managers actually take their employee's strengths and weaknesses into account, and lean on their employee's strengths. (Trying to fix them is probably a lost cause.)
BaseballPhysics|2 years ago
The real problem is most of the managers I've worked along side either don't want to/like to/care to coach, or were never taught how to do it well, having come out of an IC background where they, too, probably never experienced effect performance management. And, ironically, they often get moved into management not based on their natural strength as a coach/manager/mentor, but rather based on their strength as an IC (because, again, their own management likely doesn't understand how to take a strengths based approach to identifying and elevating potential leadership candidates).
marcosdumay|2 years ago