This is the final post in the series I started a few years back when I left US and landed in India (see first part, second
R W Emerson said, “What you do is so loud in my ears that I can’t hear what you say.” This is an excellent adage to follow when dealing with senior leadership within your organization. This is a reality most people have to face in their organization.
Many organizations end up creating and fostering employees who perform well but have bad attitude. It is good to understand why these employees survive and thrive, and what you can do about it.
More often than not, you deal with incompetent leaders in your organization who get in your way rather than help you. It is important to understand this reality and work around it. And when you do find a good leader, you stay around them as much as you can because they are a rare breed.
It is important to distinguish between skill-based and experience-based competencies when deciding what to build your expertise in, otherwise you will quickly lose advantage at workplace.
Stack ranking keeps the ‘valuable employees’ in focus, Bell Curve forces managers to be realistic in rating performance. These are good tools but are too hard to use, and their use ends up creating more harm than good. So how do you deal with them?