Bob is wrong, actually. That meeting isn't worth of even an email. At best it should have been one of those "AI sends email, AI reads email" situations.
Our biggest challenge is leaders is to identify the people that actually have the courage to speak their mind. You can mention to them with tools so they can speak it in a constructive and efficient way.
Of course, what's stupid in panel two becomes "why didn't anyone mention this" in six months.
A year later it's "you should have brought this to our attention".
Finally it becomes "you need to speak up more about these issues and not just let people ignore them".
And by "people", the speakers are usually referring to themselves.
I once had a manager try to reprimand me for not raising an issue. Of course, in the previous year, that same manager had put in my annual evaluation that I shouldn't "derail" design meeting by constantly bringing up potential problems, I should write them down. So I did. And when the project failed because they ignored my written warning, he tried to reprimand me for "hiding" this information from the team.
As the HR rep drily commented "so you're saying he hid it by following your explicit direction from last year, and documenting it in writing?".
No Bob! Never shut up!
Bob might create a job getting fired
By getting*
Bob is wrong, actually. That meeting isn't worth of even an email. At best it should have been one of those "AI sends email, AI reads email" situations.
Our biggest challenge is leaders is to identify the people that actually have the courage to speak their mind. You can mention to them with tools so they can speak it in a constructive and efficient way.
Today I learned I am Bob.
Of course, what's stupid in panel two becomes "why didn't anyone mention this" in six months.
A year later it's "you should have brought this to our attention".
Finally it becomes "you need to speak up more about these issues and not just let people ignore them".
And by "people", the speakers are usually referring to themselves.
I once had a manager try to reprimand me for not raising an issue. Of course, in the previous year, that same manager had put in my annual evaluation that I shouldn't "derail" design meeting by constantly bringing up potential problems, I should write them down. So I did. And when the project failed because they ignored my written warning, he tried to reprimand me for "hiding" this information from the team.
As the HR rep drily commented "so you're saying he hid it by following your explicit direction from last year, and documenting it in writing?".
I’m not afraid to say, “I quit!” 👋