Last year, a coworker asked me if perhaps I expect too much from other people. I thought about it a moment and said:
No. I do not accept the argument that I’m somehow inherently superior to most others. In fact it is because I know I am not superior that I have high expectations of others.
In the intervening year, I’ve come to see that this belief drives a lot of my management philosophy. In general, I assume the best of people I work with. If someone is not performing, I do not blame them; I blame myself (or whoever their manager is) and systematic problems that they are not in control of (but hopefully ones I am).
Of course people have different innate abilities and experiences. Some people have a high aptitude for certain types of work, and some have chosen a path that may not be a good fit. But the realities of business are that these things can quickly change, and an asset one day can be a liability the next. When a company has grown past a dozen people, I believe its time to start favoring nurture over nature. If someone isn’t performing, it is management’s problem.
This is true of not just employees, but other managers, and it was specifically about two other managers that this question was posed. The times were a-changin’, but these individuals were in roles they were ill suited for. They simply did not have the experience or competence to drive through the changes that needed to happen. It was up to their (our) management to take responsibility, but instead I heard apologies that “maybe they aren’t the best suited” and other meaningless explanations. I didn’t expect them to magically change; I expected management to do their job: get involved and well, manage!
If I expect something, it’s that people can both teach and learn. If the ability of people to grow is not an organization’s chief expectation- if management is not set up to grow employees, or management is not prepared to mature itself- I can’t imagine what they think their long-term prospects are. Perhaps they aren’t expecting much.