Employees perform at different levels, when on different teams, in different situations with different people. Why do so many leaders spend so little time looking for synergies on their teams and so much time looking at individual performance?
Given the uncertainty of the federal government budget and marketplace, we won't know the outcomes for these two companies until sometime next year. In fact it's quite possible that both managers will be forced to hunker down and shrink their company's footprints.
Part of a leader's job is to help employees connect to and relate to that value so that the company's mission becomes part of their own dream. Without that connection, employees will, at best, go through the motions.
Rejection often triggers painful emotional doubts about our own competence, so we either try to avoid it or pretend that it doesn't matter. A more constructive approach is to remember that rejection can be beneficial.
In my experience, there are plenty of people who prefer to work on their own without input, help or even interaction with others. Sometimes it's appropriate, however, most of the time, working in isolation just doesn't work.
Given these basic human dynamics, most of which are unconscious, it's often easier to talk to colleagues about what somebody else is doing wrong. At worst we'll get sympathy. At best, we'll convince someone else to take care of the problem.
Sometimes a promotion can suddenly change your relationship with co-workers from "peer" to "boss." It's not an uncommon scenario. However, when this happens it often creates an awkward and uncomfortable set of dynamics, and there's no blueprint for how to manage them.
People are generally classified as expenses on the income statement and liabilities on the balance sheet -- not as an investable asset. Thus, when CEOs seek to increase profit, they cut costs -- like people -- rather than investing in assets -- like people -- that can appreciate.
This commitment-light management style is not only dis-empowering for the employee, it's debilitating for the owner or manager who, after promises aren't kept or tasks remain undone, feels like 'I'm the only one who cares around here.'