Don't get me started on management speak. The worst managers I've ever worked with spouted a multitude of fancy words and models, but couldn't manage the simplest real world task to save their lives.
A friend of mine has been working in data analysis for 40 years. He went to an interview this week and the interviewers were more concerned about what model he'd use to solve a problem than whether he could solve it. He doesn't need a model. He's go so much experience he just knows what to do.
I'm sure most of this corporate b*llshit speak is to cover up that people don't know what they're talking about and that they can't do their jobs.
Thank you for sharing, Wendy. I know how you feel. The theater is a reality, and I’m hopeful that with AI some of the performances will get exposed faster than before.
Your writing on -The human engagement at work… like little windows of reality in life of people at the vast tech product innovation factory… the order& chaos, the tasks& management to enable multilevel jobs, people& titles…. The human component, the messy egos, deadlines, meetings, decisions& authority into the everyday ever changing, growing work space. Tech isnt a single product, the uncertainty of the digitalscape & the innovation& business… of machines among the human … always find it interesting to read…
You will never meet a bigger advocate for the empowerment of people and the decentralization of action to the appropriate levels than I am.
However, there will always be a need for overall guiding leadership and an accountability center where the buck stops.
Too many leaders view empowerment as a justified form of abdication of responsibility, which misses the point of leadership entirely! Leaders are there to make expectations clear and simple, to take overall accountability to vision, direction and results and hold teams accountable to working toward the desired end goal.
As they say in the US military about leadership, “you can delegate authority, but never responsibility”.
Wow, the intro to this story hits so hard! Fantastic post, Gaurav.
I resonate with so much of what you said here. I too hate the performative aspect of business, and you nailed the problem while also helping all of us reclaim the solution: simple words, clear actions, and straightforward accountability.
I think about this a lot and see situations every day where “everyone has an opinion, but no one makes a decision.” People try to describe more roles, but all these are tied to tasks (we all know these task descriptions). What good is defining a task and a "responsibility" if it is not taken on (because there are too many people who could take it on)?
I have been trying for a long time not to judge the people around me by their visibility (like volume, frequency of comments on posts, number of documents and PowerPoint presentations created - I definitely give minus points for the use of buzzwords, because concrete formulations are more valuable even though they are difficult).
But as I don't think you can judge the "value" of people you can judge their impact. I think it's a good exercise to repeatedly check in given situations whether a (positive) impact is being or has been achieved, or whether people are just talking about a supposed impact. It's *impact instead of visibility*.
This is such a great piece, as always. You’ve perfectly captured a lot of messy notes in my head - it’s so satisfying reading this in a structured way.
I’m taking a look at narrative structures in corporate discourse and the power dynamics within them so this really resonates.
The need to control the perfectly curated image and glossing over the messiness of what it means to lead and work with people feels inauthentic because it is, it’s so far from reality that theres nothing to learn.
Don't get me started on management speak. The worst managers I've ever worked with spouted a multitude of fancy words and models, but couldn't manage the simplest real world task to save their lives.
A friend of mine has been working in data analysis for 40 years. He went to an interview this week and the interviewers were more concerned about what model he'd use to solve a problem than whether he could solve it. He doesn't need a model. He's go so much experience he just knows what to do.
I'm sure most of this corporate b*llshit speak is to cover up that people don't know what they're talking about and that they can't do their jobs.
I could go on, but I'd be here all day.
Thank you for sharing, Wendy. I know how you feel. The theater is a reality, and I’m hopeful that with AI some of the performances will get exposed faster than before.
Your writing on -The human engagement at work… like little windows of reality in life of people at the vast tech product innovation factory… the order& chaos, the tasks& management to enable multilevel jobs, people& titles…. The human component, the messy egos, deadlines, meetings, decisions& authority into the everyday ever changing, growing work space. Tech isnt a single product, the uncertainty of the digitalscape & the innovation& business… of machines among the human … always find it interesting to read…
Love this and it is all too familiar.
You will never meet a bigger advocate for the empowerment of people and the decentralization of action to the appropriate levels than I am.
However, there will always be a need for overall guiding leadership and an accountability center where the buck stops.
Too many leaders view empowerment as a justified form of abdication of responsibility, which misses the point of leadership entirely! Leaders are there to make expectations clear and simple, to take overall accountability to vision, direction and results and hold teams accountable to working toward the desired end goal.
As they say in the US military about leadership, “you can delegate authority, but never responsibility”.
Wow, the intro to this story hits so hard! Fantastic post, Gaurav.
I resonate with so much of what you said here. I too hate the performative aspect of business, and you nailed the problem while also helping all of us reclaim the solution: simple words, clear actions, and straightforward accountability.
I'm glad it resonated, Bobby! Simple is always more powerful.
You speak from my heart! Thank you for this text!
I think about this a lot and see situations every day where “everyone has an opinion, but no one makes a decision.” People try to describe more roles, but all these are tied to tasks (we all know these task descriptions). What good is defining a task and a "responsibility" if it is not taken on (because there are too many people who could take it on)?
I have been trying for a long time not to judge the people around me by their visibility (like volume, frequency of comments on posts, number of documents and PowerPoint presentations created - I definitely give minus points for the use of buzzwords, because concrete formulations are more valuable even though they are difficult).
But as I don't think you can judge the "value" of people you can judge their impact. I think it's a good exercise to repeatedly check in given situations whether a (positive) impact is being or has been achieved, or whether people are just talking about a supposed impact. It's *impact instead of visibility*.
I'm glad this resonated. You're right about focusing on the "real impact" vs the "supposed impact" as the way to filter the doers from the performers.
This is such a great piece, as always. You’ve perfectly captured a lot of messy notes in my head - it’s so satisfying reading this in a structured way.
I’m taking a look at narrative structures in corporate discourse and the power dynamics within them so this really resonates.
The need to control the perfectly curated image and glossing over the messiness of what it means to lead and work with people feels inauthentic because it is, it’s so far from reality that theres nothing to learn.