I believe 99% of issues which get people fired were “no big deal” at one point.
But then, the issues “grew up.”
Pull the weeds while they’re small, and you’ll need weed killer less often.
TL;DR
When a manager sees something that concerns them, they may turn a blind eye, hoping the issue will resolve itself.
I get it – I’ve done it myself, too many times. You don’t want to appear a micromanaging jerk.
For example, maybe Jack isn’t using the branching the same as everyone else.
Or he’s rubber-stamping Pull Requests, occasionally.
Or his UI doesn’t quite match the design, in small ways.
In each case, it’s “close enough,” so you don’t say anything.
After all, we’re all busy. We’re all doing our best.
And you don’t want to destroy Jack’s morale.
Or, worse, cause him to get pissed and quit.
So, you say “it’s close enough” and hope he’ll figure it out with time.
Or with hints, or glares, or snide comments.
But then…
Soon you don’t trust Jack but can’t put your finger on exactly why.
Then, one day, he rubber-stamps a PR one too many times, and you decide to talk to him.
To Jack, it’s a small thing, because it’s the first he’s heard of it.
To you, it’s a big thing, because you’ve got a thousand cuts.
Jack’s confused because the fact that it’s a VERY BIG DEAL to you will always come through.
Make the tough calls even when it’s close.
Especially in the first few months working with Jack.
Start from day one, giving honest feedback about the tiniest things.
Jack will learn that’s normal – no big deal.
I believe 99% of issues which get people fired were “no big deal” at one point.
But then, the issues “grew up.”
Pull weeds while they’re small, and you’ll need weed killer less often.
Who on your team has some “no big deal” issues which might grow up?
Are you willing to have a quick discussion today before they become a big deal?
Best,
Marcus
P.S. – I’m thinking of doing our 3-day in-person workshop somewhere in the late fall, probably October. Would your company like to host it? Write me back to discuss.
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