Bashny.Net
How dangerous workers who know too much
Bashny.Net
Experience breeds fear
What misfortunes threaten the business nimble competitors, unpredictable state, demanding customers, new technologies. There are less obvious threats. I want to talk about one of them — the one that every day freely enters your office and even gets money for it.
I'm talking about employees who have extensive experience and high qualifications, but at the same time prevent you from going forward. They know too much (or think you know), and this makes them dogmatists and conservatives who are afraid of changes and not able to make unconventional decisions.
They never say "don't know"
"I don't know" is a very important word in the office. To start learning something new, need to admit that you don't know something. The inability to say "I don't know" a disease that is especially subject leaders. Is boss to pick her up, she immediately spread throughout the company.
As a rule, the head-dogmatist does not tolerate when his team saying "don't know". Because of this, the team creates an atmosphere in which employees are concerned primarily because not to do "stupid" and a reputation to protect. The company's interests are sidelined — business development stops.
They believe that qualitative work is necessarily long
A dogmatist will never offer an elegant solution. For him it's very simple: if the task is complex and difficult, to solve it will be a long and involving a large number of resources.
Once we had to solve a problem: one of the sites has become very difficult to maintain — making each change required time and resources. The technical team went for the classic way is to rewrite everything from scratch. First worked on a project for two people, then three, then six.
After a year on the question of how many still need time, we were told that we needed one more year. We already had decided to close the project, but then the company suddenly turn up a young ambitious programmer, who solved the problem in just two months.
This programmer decided not to rewrite the website from scratch. He gradually working the resource, copied out one part after another. Only worked on what was important for the solution of the original problem — the ease of making changes. The reason for the success of this solution, one young programmer was not blinkered. His colleagues could not imagine that you can do the work in parts without stopping the resource for the "big restart".
The dogmatic and know-it-alls such unusual and seemingly stupid decisions cause outrage.
They can't "unlearn"
This skill is no less important than the ability to learn. Technology, skills and knowledge now becoming obsolete faster than ever. In these circumstances, sometimes you need to have the courage to abandon what yesterday was an axiom. Dogmatists do not know how — they believe their experience is invaluable, although it is like a backpack filled with stones that do not allow them to move forward.
They are afraid of changes
We are all not big fans of changes and love the comfort. However, many are able to overcome the fear of change and convince yourself of their necessity. Dogma does not accept changes at the genetic level and fight with them all the permissible and prohibited methods.
They are afraid of failures
Failures — what drives the company forward. Failure is the flip side of success. Every month we run several dozen experiments, and 70% of them or completely fail, or do not bear a statistically significant positive result. But without them there would be 30% successful solutions, through which we are developing.
Decadent mood you have — the atmosphere of fear error creating dogma and conservatives. And very often behave like leaders.
How to deal with dogmatists
Where did the company come from conservatives and know-it-alls? Perhaps you are so convinced of the knowledge, skills, logic and intelligence of a candidate that you do not pay attention to the warning signs — narrow-mindedness, lack of learning examples for hard errors, the syndrome of nerdy.
It also happens that dogmatists become yesterday's innovators. Experience and knowledge play a cruel joke, becoming a barrier that prevents us from moving forward. As a rule, such cases, you can work to change the scope of activities, team, product. It is useful to give the opportunity to crap one's pants. To dismiss without regret, you need to only those who advance at the expense of others, seeks out other people's mistakes and focuses attention to them.
Seth Godin: Cheapness — the last refuge of the marketerof the 10 principles of prosperity from the the most expensive business coach Britain
If the dogmatists in the company, it does not mean that you can relax. Need to systematically evaluate team members on the subject of becoming dogmatic and to prevent.
First, periodically change the products and activities of each employee. Second, do not "keep Palkana" for the failures. Thirdly, learn to detect benefit in the wackiest proposal. Fourth, trust important tasks to inexperienced employees.
All this creates an atmosphere of great opportunities for everyone, regardless of experience, and show that it is not necessary to be afraid: if the company executives run the risk of profitable directions, trusting them is inexperienced, and the others in the team to fear nothing.published
Author: Mikhail Trutnev
Source: secretmag.ru/article/2016/09/22/mihail-trutnev/
What misfortunes threaten the business nimble competitors, unpredictable state, demanding customers, new technologies. There are less obvious threats. I want to talk about one of them — the one that every day freely enters your office and even gets money for it.
I'm talking about employees who have extensive experience and high qualifications, but at the same time prevent you from going forward. They know too much (or think you know), and this makes them dogmatists and conservatives who are afraid of changes and not able to make unconventional decisions.
They never say "don't know"
"I don't know" is a very important word in the office. To start learning something new, need to admit that you don't know something. The inability to say "I don't know" a disease that is especially subject leaders. Is boss to pick her up, she immediately spread throughout the company.
As a rule, the head-dogmatist does not tolerate when his team saying "don't know". Because of this, the team creates an atmosphere in which employees are concerned primarily because not to do "stupid" and a reputation to protect. The company's interests are sidelined — business development stops.
They believe that qualitative work is necessarily long
A dogmatist will never offer an elegant solution. For him it's very simple: if the task is complex and difficult, to solve it will be a long and involving a large number of resources.
Once we had to solve a problem: one of the sites has become very difficult to maintain — making each change required time and resources. The technical team went for the classic way is to rewrite everything from scratch. First worked on a project for two people, then three, then six.
After a year on the question of how many still need time, we were told that we needed one more year. We already had decided to close the project, but then the company suddenly turn up a young ambitious programmer, who solved the problem in just two months.
This programmer decided not to rewrite the website from scratch. He gradually working the resource, copied out one part after another. Only worked on what was important for the solution of the original problem — the ease of making changes. The reason for the success of this solution, one young programmer was not blinkered. His colleagues could not imagine that you can do the work in parts without stopping the resource for the "big restart".
The dogmatic and know-it-alls such unusual and seemingly stupid decisions cause outrage.
They can't "unlearn"
This skill is no less important than the ability to learn. Technology, skills and knowledge now becoming obsolete faster than ever. In these circumstances, sometimes you need to have the courage to abandon what yesterday was an axiom. Dogmatists do not know how — they believe their experience is invaluable, although it is like a backpack filled with stones that do not allow them to move forward.
They are afraid of changes
We are all not big fans of changes and love the comfort. However, many are able to overcome the fear of change and convince yourself of their necessity. Dogma does not accept changes at the genetic level and fight with them all the permissible and prohibited methods.
They are afraid of failures
Failures — what drives the company forward. Failure is the flip side of success. Every month we run several dozen experiments, and 70% of them or completely fail, or do not bear a statistically significant positive result. But without them there would be 30% successful solutions, through which we are developing.
Decadent mood you have — the atmosphere of fear error creating dogma and conservatives. And very often behave like leaders.
How to deal with dogmatists
Where did the company come from conservatives and know-it-alls? Perhaps you are so convinced of the knowledge, skills, logic and intelligence of a candidate that you do not pay attention to the warning signs — narrow-mindedness, lack of learning examples for hard errors, the syndrome of nerdy.
It also happens that dogmatists become yesterday's innovators. Experience and knowledge play a cruel joke, becoming a barrier that prevents us from moving forward. As a rule, such cases, you can work to change the scope of activities, team, product. It is useful to give the opportunity to crap one's pants. To dismiss without regret, you need to only those who advance at the expense of others, seeks out other people's mistakes and focuses attention to them.
Seth Godin: Cheapness — the last refuge of the marketerof the 10 principles of prosperity from the the most expensive business coach Britain
If the dogmatists in the company, it does not mean that you can relax. Need to systematically evaluate team members on the subject of becoming dogmatic and to prevent.
First, periodically change the products and activities of each employee. Second, do not "keep Palkana" for the failures. Thirdly, learn to detect benefit in the wackiest proposal. Fourth, trust important tasks to inexperienced employees.
All this creates an atmosphere of great opportunities for everyone, regardless of experience, and show that it is not necessary to be afraid: if the company executives run the risk of profitable directions, trusting them is inexperienced, and the others in the team to fear nothing.published
Author: Mikhail Trutnev
Source: secretmag.ru/article/2016/09/22/mihail-trutnev/
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