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Professional Development Warning Flag 1 – Over-reliance on the I’ll Take Care of You Boss
StrategyDriven Professionals continually seek to excel personally and professionally. As such, these top performers become the ‘go to’ person superiors rely on when difficult and/or critical tasks need to be completed; knowing they can rely on these individuals to get the job done right the first time. At times, however, these significant taskings diminish the professional’s ability to achieve his or her personal goals. Rather than revise the goals, managers taking the easy out nebulously promise to ‘take care’ of the professional during the performance review process. Reliance on such promises places the professional’s demonstrative achievement of personal goals and organizational value in peril and as well as his or her career advancement.
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From time-to-time, managers ask subordinates to perform tasks beneficial to the company that do not directly contribution to the individual’s goal achievement. These managers often promise to deliver some benefit to the employee as compensation for the adverse impact of these activities. As a ‘team player,’ the professional may feel compelled to accept the boss’s offer and perform these tasks. When doing so, however, it is important for the professional to eliminate the risk of not receiving the promised benefits once the work is completed.
Fear and uncertainty… These two elements drive an individual to remain in a less than satisfying, sometimes degrading, and typically resented employment situation. While here in the United States no one can be truly forced to work, many face artificial employment restraints holding them to a position or a company.
An individual’s manager should seek to provide ongoing performance feedback. This, however, is not always the case. Even high performing managers may, at times, be challenged by time constraints or have so many direct reports that it is not possible to provide each individual the amount of feedback desire. Additionally, the StrategyDriven Professional recognizes that performance is best evaluated by several different individuals, each possessing unique perspectives and having demonstrated competency in the areas to be assessed. Consequently, the professional needs others to provide feedback to cover management’s gaps and provide multiple perspectives.
Organizations are not always what they seem or communicate. That is not to say individuals within the organization are not professional, polite, or enjoyable to work with. Rather, policies governing development, compensation, rewards, and advancement are subject to the overriding biases of the organization’s culture. Consequently, most organizations will outwardly espouse a performance-based recognition and rewards program yet many take obvious action of rewarding individuals on some other basis.
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