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Every time this comes up I'm struck by the same thought: do these cats measure _anything_ their people do? And what in the world happens when someone takes off for two weeks to go on vacation? The solution to all this is very simple. Management needs to hold everyone, including other managers, accountable for measurable output. These are usually based on key performance indicators (KPIs) and are semi-standard in many industries these days. From there, you don't have to care how, when, or why anyone does anything, just as long as they hit the target. This also has reaching ramifications for everything. People are no longer stressed out by working under ill-defined objectives or nebulous directives. Remote work is now palatable, since things are now results-focused rather than means-focused. Under-performing employees are now easier to discharge with cause, and identifying top performers is dead-simple. Reports are now easy to generate, sometimes without human involvement, so nobody can fib to the CEO. And all that applies to managers too, which I think we can all appreciate. In contrast, a workplace that runs on vibes and gut-checks will have the drama cited in the article. The whole org relies on a near co-dependent level of trust, leading managers to have anxiety attacks when they can't put eyes on things. Accountability is less about facts and more about feelings. Nobody has a firm grasp on how the company will make that quarterly objective, but we're all going to "work hard" and "do what it takes" anyway. It's all well and good for a startup of 20 people, but it's miserable for an army of 200 or 2000. Even in-office, we shouldn't be conducting performance reviews on a gut check or how happy you make your boss. It should be down to setting measurable goals, gathering supporting data through the year, and assessing the results at regular intervals. |