I write concept, not because I don't believe it is possible, but because of the hurdle(s) in certain sectors or groups. Specifically I'm speaking of a union shop and governmental work.
As a leader I identify one of those people described in the article and begin the mentorship and development process, only to have a shop steward file a grievance or a governmental bureaucrat tell me I'm in violation of some governmental act of some sort. I ran in to the latter in governmental work too many times.
I would be interested in how others may have been successful in navigating those waters.
No, sir. How to do it, when you have obstructions such as union or labor rules or other governmental rules in place. Point in case. If I try to advance or develop someone who is less senior to someone else, but they have demonstrated the Knowledge, Skills and most importantly, the Attitude to move up or given additional responsibility, what is the end around to grievances filed by shop stewards or to governmental HR bureaucrats?
Just for comparison sake. I lead two female officers once. One had much more seniority than the other. Both put in for additional training for around the same time. I could only send one. My boss, a bureaucrat, asked why the junior versus the other I told the truth. She is a harder worker and produces more. I was told I couldn't say that. I would have to come up with another reason. That made no sense.
That is what I'm getting at. I get all day long how this concept works in other areas, because I benefitted from it. Hard work and a great attitude got me far, until I got into government work, whether it was in the Marine Corps or policing.
Some organizations are a giant pain to maneuver through. It's not just government... unreasonable bureaucracy can creep into any organization in a way that makes accomplishing the mission of the organization difficult for action -oriented leaders.
Generally speaking, it's your job as a leader to create a little heaven inside of your hell. Making things better for your team might be the best you can hope for, because making things better for the organization is nearly impossible.
Creating a meritorious-based culture on your team, even while an organization seems to want to stop you, is more up to how you shape and lead your team's culture. Your team, for instance, can have it's own implied understanding of how a development dollar gets prioritized without having to explain up the chain that a team member with seniority isn't a hard worker. Being able to say "our team discussed it and we agreed the decision works for the whole team" is hard for even the most bureaucratic of supervisors to stand in the way of.
Another interesting concept.
I write concept, not because I don't believe it is possible, but because of the hurdle(s) in certain sectors or groups. Specifically I'm speaking of a union shop and governmental work.
As a leader I identify one of those people described in the article and begin the mentorship and development process, only to have a shop steward file a grievance or a governmental bureaucrat tell me I'm in violation of some governmental act of some sort. I ran in to the latter in governmental work too many times.
I would be interested in how others may have been successful in navigating those waters.
Be safe.
Hi Steve.
Are you essentially asking how to best lead a compliance-oriented person?
No, sir. How to do it, when you have obstructions such as union or labor rules or other governmental rules in place. Point in case. If I try to advance or develop someone who is less senior to someone else, but they have demonstrated the Knowledge, Skills and most importantly, the Attitude to move up or given additional responsibility, what is the end around to grievances filed by shop stewards or to governmental HR bureaucrats?
Just for comparison sake. I lead two female officers once. One had much more seniority than the other. Both put in for additional training for around the same time. I could only send one. My boss, a bureaucrat, asked why the junior versus the other I told the truth. She is a harder worker and produces more. I was told I couldn't say that. I would have to come up with another reason. That made no sense.
That is what I'm getting at. I get all day long how this concept works in other areas, because I benefitted from it. Hard work and a great attitude got me far, until I got into government work, whether it was in the Marine Corps or policing.
Hi Steve.
Some organizations are a giant pain to maneuver through. It's not just government... unreasonable bureaucracy can creep into any organization in a way that makes accomplishing the mission of the organization difficult for action -oriented leaders.
Generally speaking, it's your job as a leader to create a little heaven inside of your hell. Making things better for your team might be the best you can hope for, because making things better for the organization is nearly impossible.
Creating a meritorious-based culture on your team, even while an organization seems to want to stop you, is more up to how you shape and lead your team's culture. Your team, for instance, can have it's own implied understanding of how a development dollar gets prioritized without having to explain up the chain that a team member with seniority isn't a hard worker. Being able to say "our team discussed it and we agreed the decision works for the whole team" is hard for even the most bureaucratic of supervisors to stand in the way of.