Do you have thoughts on “how to find/create acceptable modern corporate paths”? Or how to set some Schelling lines for those of us who want to avoid the worst, but do find value in working for large companies? Your list is good in terms of characterization (and thank you for it), but might benefit from some mechanisms/measurements.
My thoughts:
Have 1:1s with your manager AND your skip-level manager (and in some cases, higher), which include both personal and team/org/company goal contributions.
Encourage your reports to talk to your boss, and to hold you accountable for the direction you’re giving.
Have written goals for the company, division, group, team, sub-team, etc. Document and get agreement (in the same way you do for the goals) how the sub-goals aggregate to the total goals.
Do a lot of writing, both in reports and metrics up and down the chain, and in longer-term narratives (annual or semi-) about why these are the right metrics for your shared goals. Demand this of your reports and managers as well.
Be open with yourself and management chain (and at least some peers) about the cases where goals are contradictory or divergent, and the fact that you are picking weights between them.
These are difficult and uncomfortable, that part is normal. If they’re impossible or harmful, you’re probably in a maze and you should get out. I think a one-liner is “be wary of things that you believe but can’t say to your boss, peers, or repots”).
Do you have thoughts on “how to find/create acceptable modern corporate paths”? Or how to set some Schelling lines for those of us who want to avoid the worst, but do find value in working for large companies? Your list is good in terms of characterization (and thank you for it), but might benefit from some mechanisms/measurements.
My thoughts:
Have 1:1s with your manager AND your skip-level manager (and in some cases, higher), which include both personal and team/org/company goal contributions.
Encourage your reports to talk to your boss, and to hold you accountable for the direction you’re giving.
Have written goals for the company, division, group, team, sub-team, etc. Document and get agreement (in the same way you do for the goals) how the sub-goals aggregate to the total goals.
Do a lot of writing, both in reports and metrics up and down the chain, and in longer-term narratives (annual or semi-) about why these are the right metrics for your shared goals. Demand this of your reports and managers as well.
Be open with yourself and management chain (and at least some peers) about the cases where goals are contradictory or divergent, and the fact that you are picking weights between them.
These are difficult and uncomfortable, that part is normal. If they’re impossible or harmful, you’re probably in a maze and you should get out. I think a one-liner is “be wary of things that you believe but can’t say to your boss, peers, or repots”).