I suspect that combinations like that, are, indeed, as rare as hen's teeth.
Many great talents probably couldn't be arsed to play the rat race game, and keep their domain humble, or they piss off other people so much, that they never get a break.
I suspect that combinations like that, are, indeed, as rare as hen's teeth.
Many great talents probably couldn't be arsed to play the rat race game, and keep their domain humble, or they piss off other people so much, that they never get a break.
In my time, I've worked with some top-shelf folks, who had many -but not enough- of the combination, to be mildly successful.
Most of the best were extremely ... er ... confident. Some, it came across as rudeness, but others, would politely accept your counsel, and then instantly feed it to the shredder, without you ever knowing.
I preferred the rude ones.
Seeking social cues to describe greatness is exactly what the grift preys on.
I’d rather know, up front, that someone isn’t open to my PoV, so I don’t waste time, trying to give help, where it is not wanted.
One thing that I've learned, over the years, is that folks don't take me seriously. I'm pretty sure that it's my affect. I come across as a bit "goofy," and open, which is often interpreted as "naive," or "stupid." Used to really bug me, but I've learned to deal with it.
Anyway, I'm pretty good at "playing the tape through to the end," and anticipating long-term ramifications. These are often unwelcome observations, in the planning phase of things.
I've learned to start quietly preparing remediations, for when the wheels inevitably come off. I guess that it's nice to be a "hero of the day," but it would have been even better, if we hadn't gotten to this point in the first place. Remediation is not as good as Prevention or Mitigation.
Yes. I feel that insecure upper managers are a pox on the tech industry (probably other industries, as well). They create a really toxic culture.
I used to work for a Japanese company. My manager didn't speak English, and was 7,000 miles away, but was willing to listen to me. However, I had to deal with the way my interaction developed. Sometimes, the Japanese can be quite ... strident ... when they feel as if they are not being approached with respect.
They had a consensus-based style, which welcomed input from all levels, but would also be pretty brutal, to bad input.
Helped me to develop a habit of making sure all my ducks were in a row, before opening my mouth.