In the corporate word, it’s so much easier for managers to gloss over employees’ weaknesses or for employees to give some manager’s zany proposal a free pass, no questions asked. Just go with the flow and it’s all good.
Until it’s not.
Here’s the thing: When managers don’t give employees the critical intel they need to get better, they’re tacitly indicating that underperformance is OK. That then places an unfair burden on high-performing employees who pick up the slack. And that, in turn, leads to resentment and low morale, poor team results and higher turnover as star employees tire of the charade.
The
