Comments on: plus ca change.…

By: Edward_ba

Edward_ba — Thu, 14 Jun 2007 09:03:02 +0000

And some more..
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By: Elena_wu

Elena_wu — Wed, 13 Jun 2007 20:55:33 +0000

At last…
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By: Jack_hx

Jack_hx — Wed, 13 Jun 2007 20:55:08 +0000

And some more..
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By: Jack_hx

Jack_hx — Wed, 13 Jun 2007 20:55:02 +0000

And some more..
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By: Doug Karr

Doug Karr — Tue, 21 Nov 2006 03:06:49 +0000

Interestingly enough, I just wrote a similar entry: http://www.douglaskarr.com/2006/11/17/prof-dev-gaps/

By: Shazz

Shazz — Tue, 21 Nov 2006 02:39:47 +0000

A (great) boss that I once had called this the Racehorse & Nag Syndrome. Flog the racehorses to run ever-faster to help you win, and leave the nags out to pasture. He asked me to tell him if the flogging ever got out of hand and to tell him to stop. Wonderful guy to work for.

By: KG

KG — Tue, 21 Nov 2006 01:52:41 +0000

Thank you for posting this!
I once worked with an incredibly creative team. Our leader was creative and hard-working, inspired really. We all worked hard and made beautiful things.
The people hired who turned out to be slackers were let go sooner than later — we had work to do! Our boss was so clear about not letting that bad energy pollute the culture she had so carefully created. I agree that her type is all too rare.
Years later, I sill keep in touch with most of these people even though we haven’t worked together for awhile. We’re all still hard-working and creative, still passionate about our work and making our successful ways in the world. We love our work, and we love our lives. It’s a pleasure to now have them as friends.
Life is too short to waste time.

By: Anonymous

Anonymous — Tue, 21 Nov 2006 01:23:50 +0000

Even if the product or service is excellent, and you really enjoy your job, having to pull the weight of others is extremely draining and unfair. Whats worse is when people who have more "distinguished" titles then you, half ass everything. We call this "play time." I'm sure you know what im talking about. The managers who sits in front of their computer so their chair stays warm or their AIM chat doesnt go idle for proof that they have been there all day, when really they have been doing nothing besides some pointless delegating. What's worse about working with unproductive people, is that you can't be resentful to these people, because they will just do less. This leads to bringing these problems upon your friends, house mates, boyfriends, girlfriends, or spouses. You lose more then just the project or assignment when working with unproductive people. Doesnt matter the product, service, or the cash; working with unproductive people just isnt worth it.

By: Mark

Mark — Mon, 20 Nov 2006 23:58:23 +0000

I especially enjoy my company’s denial that there’s a problem with the continued hemhorragic loss of its best employees. It’s one thing to not care about problems, but it’s quite another when you deny there’s a problem in the first place despite ample evidence.
We had a department-wide meeting a few weeks ago, after an anonymous survey was sent out to everyone. The top two concerns raised were (1) the pay sucks, and (2) we keep losing people at a devastating rate. Rather than actually address the issues constructively, the meeting was used to “educate” us on why there wasn’t a problem in the first place.
How do you even begin to address such entrenched idiocy?

By: Sheamus

Sheamus — Mon, 20 Nov 2006 20:47:55 +0000

It is written, “Little wonder that “high performers hate slackers…”
And I say… “Oh yeah!”

By: maahan

maahan — Mon, 20 Nov 2006 20:44:36 +0000

Hello, i think one of the idiot boss there. we donot waste our talent him http://www.gameza.info/

By: Holly

Holly — Mon, 20 Nov 2006 20:42:32 +0000

You guys crack me up. Put this one in the “Who ever said life is fair?” file.
Robert, if you’re having the mid– to high-performers evaluate the slackers, aren’t you just giving your mids and highs more reponsibilities that they don’t need?

By: Mike Peter Reed

Mike Peter Reed — Mon, 20 Nov 2006 19:53:23 +0000

The problem with corporate culture is that high performance is not remarkable. Although I note Ive recently got a CBE.

By: robert

robert — Mon, 20 Nov 2006 19:31:17 +0000

I do not tolerate slackers and so had to find a way to retain my headcount and get them the re-training support they required from within their team. So I developed my inteam mentoring plan whereby slackers are mentored by the mid to high performers.
It works incredibly well but there is always the exception who is replaced in time. I also award improved slackers with the recognition they deserve from the great work they now do. In turn, they will mentor someone too. This is the payoff for tolerance and a show of faith.

By: iffy law

iffy law — Mon, 20 Nov 2006 16:28:28 +0000

Very good! I like your pictures.