Hi everyone. My name is Patrick Ochio, and if
you're interested in performance reviews, this episode is for
you. We share stories on what we've
seen, discuss the pros and cons, and ID 8 on the most perfect
system we can think of. Joining me today, Friends of the
show, Jethro and Rustom. They're the perfect people to
have this discussion with, so enjoy.
Yeah. One of the things I was thinking
of lately, and it's also been a discussion within our team
calls, it's performance reviews. And when you're talking about,
let's say that diverse team where you need to accommodate
for people's different backgrounds and accommodate for
that diversity in there, is there then a way in which you've
seen performance reviews done well?
Because for me, any type of system in performance reviews,
I've always seen the upside and the downside, but people usually
just don't look at the downsides and say this is the system we've
always had, so this is the system we're going to go with.
What have you seen kind of work well in performance reviews when
it comes to systematic implementations?
Yeah, that's a very good question.
So in my experience, what works well is having more
conversations with your team, with the with the people in your
team. Because with the traditional
kind of performance review, when we have performance review once
a year, when we gather all the data right throughout the year,
get some feedback at the end of the year, maybe, hey, how did it
go with this client or how did it go on this project?
You gather all of this and then you assess it, right, To give a
review of the performance that's too late.
That's the same as when we talk about giving feedback to people,
right? If there is behaviour we need to
change, the feedback needs to be timely.
It shouldn't come three months or six months later after the
things have happened. So I see that what works very
well is having those performance review much more often, right?
We are in consultancy, so we usually work project based.
So in my opinion that for us we need to at least have
performance reviews, let's say after every client work, right.
And if of course their client work is longer than half a year
or a year, then of course we need to implement that.
There's some performance U happening in between.
So we, I worked at Deloitte previously and that's where we
had quarterly reviews. And those quarterly reviews
actually helped a bit with with this process.
They were, they're fixed to certain dates, which I was not a
big fan of because sometimes you, yeah, let's say in April
you have a performance review, but you just started the project
in the April. What are you going to discuss?
Because you were on the bench maybe for three months, right?
And that's not great. But maybe having a bit more
floating reviews would be better.
It was already a good step forward to have them four times
a year rather than once. But having that good, better
timing would be even a step further.
Yeah. But four times a year, with
regards to, let's say, management and having that
overview, gathering all the feedback and then actually
making decisions, would people actually see change in their
salary or what they would earn in those quarters?
Could you see four changes a year for example?
No. So that's unfortunately another
thing that didn't happen there. And that's an idea that floats
in my mind recently. Why don't we reward people for
their performance based on the project or based on a quarterly
in this case? Yeah, that did not happen in my
times at Deloitte. Maybe they've changed this.
I, I don't know, haven't been there for a while.
But no, it, it, it was not really happening.
So the actually the reward that you get would be, let's say,
averaged out throughout your performance over the year,
right. You they would collect the data
from the 3-4 performance reviews every quarter and then they
would give a reward. So it was not really.
Yeah. Finally, let's say.
Is that in line with your thinking as well, Jethro, when
we're talking about, let's say, the ideal performance review
system? Yeah.
So I think working in consultancy, we have a model
that means that our, how do you say our compensation is kind of
in ratio with how much we charge externally, right?
So that is the, the raw numbers of how, how, how bake works for
most consultancy. And I think in general, when you
look at work, people always say what's the output versus how
much has been compensated versus the output.
And I think in our case, the main issue I see is that the
output is not proportional to what's being brought in for
everyone. So that's the hard part.
I would say if you looked at like a traditional manufacturing
plant where someone was producing 10 times as much as
the other person and you're selling that, that's an easy way
to, to map that. But it doesn't work in our, in
our industry like that, right? It's quite difficult to, to put
that into metrics, especially because we're working at
different clients. So in, in my opinion, I think we
need to figure out how we can make that transparent, because
in order to have that journey of going from where you are to
where you want to be, you need to know what that angle looks
like. How can you, how can you
directly influence the amount that you want in your in, in
your life, right? That's what I would think is, is
the most important. So giving people the power to
directly influence that would be, would be the step one.
I don't know how to achieve that.
That's quite a difficult question to ask.
And then the second one, I agree with Ristam about having
chickens more often. I think the way I would see it
is from more of a like a supportive leadership in, in a
sense that people in my team, for instance, they want to
achieve more. So how can I help them achieve
more? And in order to do that, it
can't just be like one big grading or one big test at the
end of the year to see how much you've done right?
That that doesn't work. If you look at even in schools,
if you put one test that's worth 100%, people just generally cram
study at the last minute and then they write the test right.
And that's not really good for their growth.
I would say it's probably better to do work throughout the whole
year and trying to prove yourself step by step because
consistency leads to results. So if you know if you want to be
consistent, then you you need to be making sure that you're doing
all the things that you want to do to get to that point.
And I think leadership can help you by saying, OK, this is what
you want to achieve. How can we get you there?
What are the steps that we can take together?
What are the steps that you can do?
How can the company support you? And I think in that way, it
turns from, OK, you want to just get the most amount of money.
It becomes a partnership between leadership and the employees and
you work together to achieve with the result.
Because if we all increase our our cost per hour, for instance,
then that means that everyone's going to get more salary.
So what can we do to make sure that we are supporting the goals
of the people and achieving the goal that we all want to
achieve? Yeah.
So our ideal system would have, let's say more frequent reviews
than just once a year, could be twice a year, could be quarterly
plus enabling people in achieving certain goals.
So defining milestones together and making sure people are in a
position to achieve those milestones.
Then it's similar to what I've seen also comparing with ING.
What they do is they said OK Rs and OK Rs people always say it's
outcome driven. So you focus and you define OK
Rs on a project level where you are actually helping,
contributing in whatever way in that team and also on a personal
level. So what do you want to achieve
as an outcome? Do you want to be more assertive
when it comes to your communication?
Do you want to be more handy when it comes to certain cloud
technology? I do think only focusing on
outcome also as a downside, because if you don't focus on
kind of the output of that, then how can you reach the outcome,
right? Outcomes are always outcomes
based on your output basically. So it needs to be a combination
of those. But what would you say then?
A good metric would be defining what you need to do to reach
certain milestones. Or how do we enable people to
then be the best version of themselves?
I'm actually curious about the ING.
So just to make it clear, you said that they set the team
goals and the personal goals. They set for one person within a
team, they set team goals. So how do they contribute to
certain goals that the team has? That would be their personal OK
Rs all. Right.
Yeah. And how do they then improve the
collaboration within the team? Like doesn't it create the
competition between the people and the team?
No, because it's still a team aspect, right?
It's it's their personal OK Rs. But people might have the same
personal OK Rs to contribute to because they need to be in
alignment with what the team is contributing to.
And they also have team OK Rs. I don't mean I have product OK
Rs, let's say. Yeah, and what happens if you
reach as a team your product? OK, RI.
Haven't gotten to that point yet.
We define them quarterly and the previous OK Rs actually got
already wiped because of new senior management and different
definitions of OK Rs, maybe a different vision as well.
But I think it's just, I don't even know what happens.
We'll find out in a few months. Yeah.
It's also interesting, right. You just mentioned that the OK
Rs are defined quarterly. Yeah.
Then the team and the personal KRS are often rewards are yeah
defined in once a year. So always interesting, right,
that we do it better like we are more agile with the projects
than with the with the people in in in those projects.
No, the, the personal ones are a combination.
So I, I work with people that are abroad and they have a
different system also than the people in NL.
So abroad has once a year and then I have the conversation of,
but we do quarterly and you do once a year, like there's a
mismatch there. And then I think NL also does
quarterly or they do half yearly.
So it's one of those, yeah. I haven't seen the system in too
much effect nor do I know kind of how they're going to measure
what the outcomes were or what the person's contribution in
output was. But I do know that's the system
in place and they are kind of happy with it, or at least
experimenting with it. But back to your question, what
would be a good or KR actually to define for people?
I think it's really dependent on the nature of the work we do.
It should I really like that they are related to the project
goals. So I think having them fluid and
changing them over time depending on the project you are
in, right would be very useful. So aligning the goals basically
of the company and the project with the goals of the people
will create a better coherence, big cohesion between personal
goals. So people are even more
motivated to maybe improve their skills, maybe learn something
that is related to the project. And also, if it opens the
possibility for people maybe to say that the goals of these
projects are not aligning with my personal goals, I should,
those people should be able to maybe change to a different
project where they will feel much more motivated.
I think Google does it very well.
And we heard a lot of stories how people join Google and then
they sit there for a long time without having a concrete role
to do. And that's the investment from
Google side, because they really believe in the freedom of people
choosing what they can do. They give them a lot of freedom.
They make their life in the office as easy as possible so
they they can focus on the projects they really care about
because they really believe that when people align with their
personal goals, that's where the most innovation and most
productivity happens. However, of course, we also
heard some stories where people never found their passion.
And then that's I. I guess that's the risk Google
takes. Yeah, then you're in limbo.
Limbo in the system, yeah. I think Google is also a big fan
of 360 reviews, right? Where within your sphere of
influence you ask not just the people that you like and that
will give you a good review, but everyone that you've kind of
collaborated with. And I don't know if it's
everyone, everyone or if it's just random based on kind of the
project or the collaborations you've had, but I do like that
system. We don't have anything in place
currently for a review process like that.
No, it's all optional. No, there are, there are some
very interesting examples. I think I was also reading about
this and either 3M company, this company to you know from tapes
and the gluing or it was about the sale sales force.
So whenever they're on the project that actually the team
gives the review for each other, they basically select an MVP of
the month or of the quarter and that person is being rewarded.
So manager's completely not involved in the process is the
team collaboratively decides who was the most valuable person for
whatever the period of time is. And that person is rewarded
sometimes financially, sometimes by giving extra free time or any
other benefits. And I thought that's a very
interesting idea actually, because then you can still
reward people. You imperve collaboration and
then people decide themselves who who deserves this time the
most and benefits. What do you think about that
idea? Yeah, I didn't know that.
One of the things I do know about Salesforce is that it
prides itself in promoting people often.
So when you're there within a year, probably you will reach a
promotion, or at least that's how it was.
And now I think it's within a year or two.
But comparing that to other companies, you might go three
years and not reach a promotion. I mean, in in our organization,
we don't even have promotions. We just have the same level and
then we talk about performance. But at least Salesforce then
correlates it to a promotion. And it's one of their
distinguishing factors. If you come work with us, most
of the time within a year you'll get a promotion.
And I think that might have to do with them kind of how they
review. I don't know if it's an effect
of the reviewing structure, but I do think it's a benefit and
it's what draws people to Salesforce in that way.
Yeah. I'm just wondering though, with
the team of people, what about favoritism though, right?
Because if there's a people, a group of people, not always, but
a lot of time, people form favorites and friendship
connections. And if you have a system where
people are self promoting inside of the team or have the team
members judging and the team members, is it always going to
be fully unbiased? So I also wonder about maybe
they should also be an external party.
I'm not saying the team shouldn't self promote, I think
that's always good. But I do think they should also
be someone to have an object of what unbiased view over the
situation because that's valuable too.
Yeah, Especially when we go back to your point, Jethro, where you
have people from diverse backgrounds that might not speak
up as much. I think if you have like a
really homogeneous team, then probably decision making is
easier because you have that homogeneous mindset.
But the more diversity you have, it's harder to then be very fair
in equality. Yeah, yeah.
Yeah, I think that works. Not for every team, of course.
And the size matters in this case.
I think the bigger the team is, the easier it is to kind of
mitigate the risks of people building like coalitions.
Yeah, basically like democracy works.
But indeed, it's it's a very good point and I didn't think
about it. What happens if someone
basically, yeah, is has prejudice against the people?
I guess that's, that's why you still need to have all the HR
processes and managers in place, right, to make sure that this
doesn't happen. And I don't didn't want to make
an impression that that's the only thing they do right.
But that's like one of the things how they promote or
encourage collaboration in their teams.
Yeah, I think the more, I mean not always, but more systems are
usually also a better outcome. Right now, if you do that within
the team, plus you have your standard managerial performance
review, it might contribute one to the other rather than what
having one isolated one in that sense.
Absolutely. I, I guess it's also trade off
with time investment, right? Because all of this process
actually cost a lot of money for the companies because you need
to spend a lot of hours, managers need to spend a lot of
time on making sure that all this process are running
smoother for the performances and stuff.
So it's always a trade off. OK, how many?
You can of course implement 1000 process in your team and say
that it's, it's good to have as many process as possible, but
what's the cost, right? How many hours do we need to
invest into actually implementing those process
correctly? Yeah, is the cost is always an
interesting one. And I think people overestimate
the effect of cost because losing people because of let's
say inequality or bad performance reviews or people
not feeling valued. It doesn't have to be even on a
monetary basis, just the feeling of someone saying you did a
great job and you get rewarded with either free time, a day off
or actually compensation financially gets underestimated.
And then the recruitment fees of getting new people in the the
contribution of the rest of the team and educating that person.
Them just landing within an organization might take a year
for them to find their groove. That's a way bigger cost, at
least in my head, yeah. Yeah, I think so too.
I think we really need to value the people that are inside your
team. And what this conversation is
bringing to my mind is that there's your question earlier
was that what's the perfect system?
I think that with everything like in all systems, there is no
such thing as a perfect system, right?
There is always negatives and positives to any implementation
that you that you choose, right. So this is for software systems,
this is for, yeah, team systems or whatever kind of system you
would like to look at. And I think with performance
reviews, you need to really look at the team that you have.
So for instance, you mentioned homogeneous team.
That's really nice if you have teams deciding for themselves,
for instance. But maybe in a different team
you need to have a different system.
So I think what you need to look at is how the system will affect
the people inside of your team and what you're trying to
achieve, right? Why are you, why are you doing
performance reviews? It's not something to, to
motivate people or is it, or what is your actual goal with
having performance reviews? Are you trying to make sure that
everyone feels safe and comfortable and happy and that
produces their best work? Or are you really trying to
grind out as much results out of people as you can?
And I'm not saying either one is wrong or right.
I think that you need to look at yourself and the, and the
company that you work in. And you need to make a decision
on what's best for, for your situation.
And that needs to be a, a discussion, right?
It can't just be a one person from the top saying this is how
we need to do it And, and I don't care about any other
decisions or any other one else's feelings.
I think that's where a lot of the time it goes wrong because
people don't feel like they fit into the system.
And if you make it an open conversation, you may come to
the same decision, but at least people have been included in the
conversation so they feel like they're heard and they're on
board. And I think that's important.
So what you're saying is that having people feel heard, even
if it's not compensation wise, just just the fact that you're
listening to what someone has to say already validates them
inside of the company because they feel like my opinion
actually matters. And I think that's what really
that's that's really important inside of the decision that you
need to make about compensation or performance reviews or
however you want to see it. Yeah, I think that might be like
the human touch that is sometimes missing when we're
talking about performance reviews.
Right. When you said, OK, why do we do
performance reviews, what sprung to my mind is businesses have
goals and especially in let's say tech landscape where
competitiveness is, you can find it everywhere.
Basically, if you don't innovate or reinvent or deliver within
your own organization, then your competitors might, might outpace
you. At least that's the, let's say,
doomsday thought in that way. So then you get paid to
contribute to the company goals and you get measured also in how
much you contribute to that. That for me is kind of the
definition of a performance review.
But it goes beyond that, right? Because people want a place
where they feel valued, they want a place where they feel
belonging. It's not just a an organization
with a specific systematic goal. It's a group of people trying to
achieve something. And whether you get paid
financially or in a different way, you also have non profits.
It's a sense of fulfilment that you need, which is not always
monetary. Yeah, I think if you look at we
spoke about Google and they did the Project Aristotle review of
all their teams and there's three points, I can't remember
them exactly, but it's the last three points that they basically
came to. All three of those points
basically speak to purpose, like value of work, how valued you
feel your contributions are to the company.
Those two things feel like purpose to me and they sound
exactly like purpose. Right.
And are you, are you looking at that when it comes to
performance review? Because I feel that Google's a
good example of this. They don't necessarily look at
what your output is. They look at how how they can
make sure that you're the happiest person or the you have
the least barrier of entry to be able to contribute to the
organization. Right.
I hear stories about even they'll do their, your laundry
for you. You can bring your laundry to
work and they'll do that for you just so that that's one less
thing that you have to do in in your private time.
So they're really trying to maximise the happiness and the
people's ability to contribute. And is the business looking at
it from that perspective, right? Because it's easy to say, yeah,
OK, performance reviews. Here's the people run as fast as
you can, right. But are you, are you making sure
that they have the best running shoes or are you making sure
that they have the best training?
Are you making sure that they have all the necessary tools to
achieve what you're you're expecting them to achieve?
And I think that part is often missing.
It's interesting because there's a difference between, let's say,
organisations focusing on the outcome, or in your example,
what Google does is enabling people, making sure their output
is as effective and efficient in whatever they're doing, and then
trusting in whatever output comes out of that is the right
output. Because you, I mean, you invest
in the people, you should allow them to think of their own.
And then whatever outcomes comes out of that, that's the trust
you put in them. Yeah, I think I've worked in
five or six different countries now and many different offices.
I've been in consultancy twice in my life already for over half
my career. I have never really been an
organization where someone comes in to try and destroy everything
and, and burn it to the ground, right?
That normally if they're unhappy, that, that that is a
side effect. But I think people's motivation
is, is always to do the right thing.
Even when you have conversations with people and you see
technical discussions that become heated, it's not because
the other person doesn't like the other person or, or thinks
bad thoughts about them. They're just very passionate
about their, their opinion and they want, because they want to
do the right thing, right? Passion comes from wanting to do
the right thing. And I think most people have
that. And we need to trust people to
to believe that the passion that they have will translate into
the work that we need. General, I agree that most of
the people have good intentions. However, I've I've personally
seen teams where there is a couple of people on teams who
are not as involved with the project with the team as the
rest of the team is. So they're kind of freeloading
in a way on the other members. Have you seen that and what's
your experience with it? Yes, I think that there is no
perfect way to say that I'm I'm I'm using a blanket statement
like everyone. But OK, maybe I should rechange
my statement to the majority of people come in to do the right
thing. There are some people and some
outliers. Of course, they always are.
Maybe I was too dogmatic in my in my in my words there, but I
meant that majority of teams that I've worked in the majority
of people want to do the right thing.
And I think in that way, if you have a culture where doing the
right thing is how you create your team environment, then if
there are people that are not contributing, they'll see it
themselves and either up the game or feel like they don't
fit. And that's, that's what I've
seen happen. If you, if you really create a
team that's focused on delivering value.
And I think that's what we all need to look at, right?
Everyone wants to deliver value or that's we should all strive
to do in our work because else what's the point?
If you're doing something that no ones using or that doesn't,
that doesn't make anyones life easier because we're software,
right? That's normally what we do is
try and make peoples lives easier.
And that's often what people forget at the end user, you're
really just trying to make someone's life easy without IT
or that software, people can do their jobs.
But if you putting a system and you really want them to to make
their life easier and you're trying to help the business go
forward. And in that way, you need to
make sure that you're focusing on delivering that.
And if you have a team whose mentality is to, to deliver
value, then I think the people who are not in line with that
value will maybe drop off. Or they'll realize that if in
order to be successful in the team, they need to get aligned
with the value and they'll, they'll, they'll shift the, the
temperament to that. Is that also what you've seen
this time in in that people either, let's say, hop on board
with the enthusiasm and energy of the team when it comes to
achieving team goals, or they realize that this environment
might not be a good fit for them?
You know what, what I've seen multiple times is people get
comfortable in the position they are.
Maybe they they're not as ambitious, maybe they're happy
just with the whatever they get and they want to do minimum
amount of work and just mean like be in the team.
So I've seen that and I think the, the challenge is there to
recognise us. So I, I, I believe that we still
need to track basically somehow the performance of individuals.
So, and when we talk about promoting the whole team
together and making sure that people collaborate and work as a
team, team, we still need to see and someone needs to be able to
recognise and those people which are losing their motivation,
maybe not following up. So I think like when they
attended the leads, when they talked to the lead seminar,
there was another presentation where they said that in their
company, I, I forgot what company it was, but they, they
have a very flat structure. Everyone in the same role makes
the same amount of money and we expect everyone has great
performance. So we don't really judge.
You don't get any bonuses or any rewards for your extraordinary
performance in team. So we're all very curious how
that actually works in practice. And I was thinking about this
examples, right? OK, what if not everyone in the
team that already got in that position?
What if they're not interested in?
And I'm very curious how they do it.
But I really believe that individual performance still
matters. And we do need to look at it and
recognize those signs earlier, right?
And often, I think Jetta, you mentioned that that people start
to lose motivation. And we actually, yes, we need to
recognize it and go and see what can we do to help them gain
their motivation again, to help them get back on track.
Because often this like once people lose their motivation,
then it turns slowly into, OK, I'm not interested in this.
I'm just sitting here just to get my salary.
And yeah, let's say float with, with the team, right?
It doesn't usually happen over overnight.
So there may be some bigger issues behind it.
So we do need to recognize it and try to help the people.
Has one of you experienced that were you kind of were in your
position and maybe not as motivated as the beginning, more
so trending towards coasting? Because I, I feel like if I look
at my own kind of journey, the times I changed just briefly
before that or even maybe for a longer period that I would like
to admit I was kind of getting bored or getting fed up with
this routine and then obviously at some point made the change to
spice things up again. But it does happen, at least for
me as well. Has one of you experienced that
as well? Absolutely, I think happens to
me quite often. I get bored in my role, but
that's why I'm in consultancy and I actually have.
How do you say it? I can choose when to end my
assignment luckily and go to the new one.
But I've noticed it. And indeed, usually it means
that we are not in the flow anymore and the assignment today
gets too easy, too boring or it's too repetitive, which is
kind of the same thing. And then I often try to look for
new challenges within the client, right within the project
I'm in. And if that does not happen for
extended period of time, then I look start to look outside.
Yeah, what about you, Jethra? Yeah, I have the exact same
thought as as Rustom. I am motivated by challenges and
the the bigger the challenge, the greater the motivation for
me. So I recognise that in myself.
That is the main reason why I'm in consultancy as well.
It's because I like to open up new domains I need to, I like to
dive into difficult situations. Normally in consultancy, we
don't get the easy assignment if everything is going nice and
smooth. They generally don't call in
consultants normally when things are not going so smooth.
So I like this challenge and I think that's what's really
important for me is what motivates me is, is the
challenge itself. So I try and focus in on those
things and I do the same as just them, look for challenges
internally. Normally I stay on a project for
no longer than a year. That's generally my time frame
because I feel like 6 months is enough to get on board and start
making contributions. But then I think the six months
after that is almost more important because that's when
you can see the the fruits of the labour that you've put in in
the first six months. So if I leave before then, then
I feel like I've shortchanged myself because I don't get to
see the the results of the hard work that I've put in.
So I really like to feel the like, see how things are going.
So I like to choose a year. And in that way, I think I also
agree with Ristam that not everyone is always going to be
the Super motivated person to, to do things.
That's important to note, but also it depends on what kind of
person they are, right? Because not everyone is super
motivated and some people just like to come in and, and do the
work that's required of them and, and leave at the end of the
day. That's also OK.
I think the performance reviews are good for that and if someone
is doing that and expecting to get the best performance review
ever, then I think you need to have a serious conversation with
them because if they're just doing the bare minimum, then
they can't expect anything more than the bare minimum, right?
That's I think a bit unfair on on their expectation side for
what the company can give them. If they want to go above and
beyond and, and, and, and make sure that they're nailing
everything, then that's going to require a bit of extra effort,
right? It's not going to you're not
just going to be able to come in and pull some tasks off the
backlog and finish those for the day and then leave.
You probably should get a decent compensation for that The that
they've agreed upon. But if you really want to move
forward, you need to be doing something different.
You can't expect to to get something different if you're
not doing something different yourself.
And I think taking responsibility for your own
situation in those cases is what I would say is the best way to,
to look at it because you need to say, I'm the one that's in
the situation. What can I do differently to
achieve that? And then look to the company to
help you achieve anything that you want to achieve.
So you can say for yourself, I want to do this different.
How can the how can the company support me in doing this
different thing? And I think that's that's the
way to look at it. I wonder because the trend in
the industry is to make sure that your people are developing
and yeah, learning and evolving over time, right?
So I wonder if there is place for people who don't wanna
develop in, in, in, in the industry, right?
Because if you look at like companies like Google and stuff,
they put a lot of emphasis on the development and they put a
lot of effort into motivating people to get out of the
boundaries, motivating them to learn new skills, etcetera.
So I wonder how do those companies, would they agree with
you? Like, is there actually a place
for people who don't want to develop or don't want to be?
Yeah, when they're happy in the place they are and they do their
jobs, they finish the task, but they're not interested in the
next promotion. They're not interested in the
bonuses or anything extra, and they're just there to do their
job and stay. Like, is it good investment from
the company side to have these people on board and to keep
them? And at least they are.
The, the only example where I've seen that is with people that
are like close to their pension or that have been in the
industry for a long, long time and that are like, OK, these new
technologies, I stick with what is established.
Also, knowing the organization, they're probably not going to
move if the organization doesn't lay them off, basically because
they're grounded there. They know a lot just by having
been in the organization. So their value is also the
knowledge of hierarchy, politics, dynamics, culture, and
they can leverage that. So they might not have to put
extra emphasis in learning new technologies because their time
here is not going to span, let's say, another 20 years.
That's the only example where I've seen that and where an
organization also says, OK, this is you have people that are
super fast and eager, more so younger of age, and then people
that are more steady. But without those people, things
would also collapse. For me, it's not only about
technology, right? I think you give an example of
the people who don't want to learn new technology, but they
still contribute a lot by their culture virus, but by the normal
organization and they probably still play a vital role within
the organization. Would be more interesting to see
like where I think talking about the people who are, let's say,
in in a similar position, but they're doing their mean mean
the bare minimum to be there, right?
So it's not only learning new technology stack, but also being
involved within the company helping the new people.
Maybe, right, Maybe they don't want to do that.
Maybe they just want to like finish the task board that we
just talked about, right, Finish the backlog for, for, for today
can be done. And not being involved with the
other people, not sharing their knowledge, not participating in
the culture and not improving in those ways either.
I don't, I cannot think of a situation where that was the
case. There would be kind of the same
situation where the people didn't want to learn new
technologies. It would be the same for like
new organizational structures or they would be more so, let's say
negative towards either positive change or just experimentation,
experimentation in general and also processes where they would
be like, OK, this is how we've always done it, why do we need
this new thing? So rather sticking to what let's
say is effective and has proven itself rather than trying out
new things to improve. Yeah.
What about you, Jethro? What have you seen?
Yeah. So I think it it's about two
things, right. So first of all, we spoke about
technology. So if you look at polarizing
example, we mentioned both of them already in this talk.
So Google would be the the forefront of of making sure that
they're in front of innovation, right.
And then you look at a bank, which some banks still use COBOL
developers, right? And if you think back to 20
years ago, everyone was like, Nah, I don't want to do COBOL
anymore. I want to progress my, my, my
career. But imagine everyone did that
and there was no more COBOL developers.
Some banking systems would have to stop because they could not,
there's no one to support those systems.
So there's always going to be a need for a guru in the, in
certain kind of technologies, right?
So it's not necessarily a bad thing that people don't want to
learn new technologies. If you're really happy with one
and you want to be an expert in that one, I don't think that
that's necessarily a bad thing. I think there's room for that in
the environment or in the market.
The second point with Google is that if you're one of those
people who wants to contribute to bare minimum, you probably
won't lost at Google. They're an American company, so
they could probably fire you just for firing's sake.
So you're probably not going to lost at a company like that.
And maybe it's not the right environment for you.
There might be some environments like a bank, for instance, where
your your expertise are valued and that you're probably not
going to change your expertise in the next 1020 years because
they're always going to need those expertise.
And that's probably a better situation for you to work in.
So I think it it comes down to the person and recognizing what
kind of situation they want to be in, right?
They need to take responsibility and say, I want to be on this
technology and I want to be the the guru and the technology and
stay and stay where I am. Then you also need to assess, am
I in the right environment that allows me to do that?
You can't expect Google to all of a sudden stop innovation just
to make one employee happy, right?
That's not the company. You also have to understand the
company that you work for and if you align with those values and
want to continue in that company, you also need to be
part of that company and contribute in the way that the
company sees meaningful value. And I think this comes down to
the roles and responsibilities that you have, right?
So if you're a senior and it's expected of you to coach juniors
and now all of a sudden you're not coaching juniors, you're not
even doing the bare minimum. You're doing less than the bare
minimum because it was always expected of you.
All of a sudden though, if you have a company where it was not
expected of you and now it is expected, that would be, I would
say a situation where you'd say you I was not expected to do
this before, but now you're asking me to do this.
You have two choices. You can say either I should be
compensated for, for, for the new work that I'm doing because
I think that's fair, or you say I can maybe this is not the
place for for me anymore because I don't really want to be doing
that. So I think those are the kind of
situations you need to look at. So it's more on a company by
company basis. Have I seen this kind of
situation on a personal level, Not really.
Most people who are gurus or domain experts, let's call them
on certain parts of organizations are generally
happy in the role because they're needed, right?
Everyone knows who's the person to talk to about the shopping
cart and that gives them a high sense of purpose.
So I don't really see these people feeling unfulfilled in in
those kind of roles. It's more on the technological
side that I see people dropping off because they don't want to
progress in a different technology than that what
they're comfortable. Yeah.
How is it kind of working with the people that are either
ghosting or not as enthusiastic, let's say, as other people in
the team or even you as an individual?
Because I feel like I have a hard time with that sometimes.
And then especially with the letting go part, because at some
point you realize you can't really change someone's ways.
You can try and try and try, but if you fail then yeah, at some
point you have to let go as well and have a hard time with that.
Yeah, I absolutely agree with you.
I have a very recent example. So the clients, we also had the
person who was, yeah, very noticeably distant from the rest
of the team and maybe was not as motivated to, yeah, to kind of
move forward with the team, right, to upscale the skills and
just participate culturally as well with the team.
So we had that example and we, as as you said, we tried and
tried and tried to get the person on board.
I think we did very well by learning what's going on with
the person. We learned of course, that there
was some personal reasons person was more focused on their
personal life and that that showed in the calibration of the
team. You there was a lot of missed
days of, of the team days when we were all gathered in the
office. They were not there.
The, the coffees were less right.
The, the mini chats were gone. And you could also see it in the
performance, in the pull request and everything else.
So when did the rest of the team evolved?
They did not. And there was a personal reason
for it. And we tried, well discussed
this. We tried to see what could be
done differently. But at the end we just had to
let go of the person. The the the team agreed that it
would be better for the team to not drag this person with us
because we didn't see the contributions as a matching the
level. Let's say that what needed,
which is always a very hard decision to make.
As a team, how did you manage that?
Because it we're still talking about a person here that has
their personal circumstances and that might not be a good fit
now, but could turn it around maybe in a longer period.
Like I'm you can see I'm very hopeful and then letting go is
like one of the last thoughts. But yeah, sometimes it needs to
be done. How did that affect you?
It was a very difficult conversation and it's something
we're talking about span of six months when the decision was
made. So there was a lot of attempts
to discuss this, a lot of attempts to change it.
There were even like direct conversations that hey, this
needs to be changed because this is how the team goes and we
expect, these are the expectations, right?
This is what is expected from your role.
So there was a lot of conversations and it was very
difficult, of course, to do it. And this, I think it's a
decision that shouldn't be made lightly by one person.
So helping, talking to other people, getting the feedback
from other people, working with that person, seeing how they
experienced with them helped us make this conclusion that it's
not only our perspective, right? It's a shared opinion of
multiple team members that this person is not performing.
And even then, with gathering all of this data points, having
the discussions, having the conversation where you have to
pull the trigger and tell to the person that, yeah, this is going
to be and was still very complicated matter.
But I really believe that it was a good decision in that case
because we saw that by letting go of that person, we could go
much faster. Further, we don't have to spend
time as much time explaining, fixing maybe the things that
were not done correctly and it was overall better.
Also, what happened is when people are, let's say, not happy
with someone's performance, they start being a bit annoyed, they
start to gossip during the retros.
So we had sprints every two weeks and during the retro
people would point out the things that should be different
talking to the whole team, but it was always directed to the
person that was underperforming, right?
And you see that this is becoming a problem and team and
a lot of negative conversations. And once that problem was
solved, the conversations changed into OK, what can we do
better? What can we improve?
So things are now going as we wanted.
What are the next steps we can look into because now the whole
team is on board and we can actually maneuver much faster.
Yeah, at least there was a very individual approach in trying to
fix the situation, right? And in the end, it might not
have been, let's say, I mean, you didn't reach the outcome you
wanted you, you had to come to the ultimate one, which is to
let go. But it's a different experience
than what sometimes hits the news is that people just get
laid off and we're talking about thousands, 10s of thousands of
numbers, which then the individual approach is just
gone. Just apartments are cleaned up.
And it's being said that, OK, it's not in the strategic, I
don't know. I mean, it doesn't contribute to
the company outcomes, I guess as much as other departments do.
So then they justify thousands of people, mostly engineers
nowadays, being let go. I read this morning it was Tesla
12,000 which I thought was insane.
Yeah. Crazy.
Yeah, I think for me, I, I have a little bit of a problem with
the word let go because I think it's just a fancy way of saying
you're fired, right. And I think when there's two
kind of conversations that need to be had.
So the first one you're speaking about with Tesla letting go
12,000 people, that's people being fired.
That's not really anything to do with the relationship.
That's just like we're we're the one person and we're we're
breaking the the relationship. And that's what I would say is
A1 dimensional ending to a relationship is one person just
says, OK, I'm done and walks away, right.
That's the company saying we're done with you and, and goodbye.
The second one. That we're discussing right now
when you having a conversation with someone, I wouldn't really
say that that's a let go in my opinion.
I would say that's more like ending the relationship in a
mutual way because if the person feels bad about being let go,
then they still have some motivation to be there, right?
So if that's the case, then you've missed the opportunity to
capture that motivation and to repurpose it inside of your team
as a positive, right? If there's no hard feelings
between the the relationship being ended, then I think that
that's a mutual ending of a, of a relationship and that's not
the same as being let go. So that's what I would like to
say about the word let go. And I think in your kind of
situation, it sounds like it was more of a mutual termination
because the person you really tried everything you could to
get the best and to motivate them again to find value with
them inside of the team. And that just didn't happen.
So there's no other way to move forward other than going
separate ways. So was it.
Was it mutual? Would you say that?
Yeah, I'm trying to think about this.
I do believe that the person would still love to because we
haven't. We we had a fantastic team at
the time and team is still fantastic.
I'm just a part of it, don't get me wrong.
Yeah, so I do believe they would still want to actually stay in
the team and be discussed this, but it just didn't work.
So what will happen like after the conversations, multiple
conversations, we would see the productivity, the interest, the
motivation increase. However, due to some probably
personal circumstances, it will always drop back.
So you could maybe actually argue that we've failed to
harness that motivation and to get them back on board.
But we really tried. So and I think it's yeah, it's
it's easy to say that we need to try our best to do this.
However, it's very hard to see when is it that you've tried
everything you could and all the best, right?
We could probably argue that we could have tried for another
year or so to get them back into motivation, maybe without the
period when their personal situation changes and they can
focus back on their work and be fully present for the team,
right? We could also argue that, but
somewhere that decision had to be made, right?
And in this case it was a very tough decision and I think for
the person it was a very disappointing decision from from
from their point of view, but for the team it was a good
decision. Yeah, You'll never know the
other side of it. Like if you would have tried
longer, maybe the personal life, the issues would have been
resolved more so or being put behind them.
It's a really hard decision like at the end of the day, but it is
very individualistic in the approach, in the attempt.
A span of six months is not nothing, especially when it
affects the greater team of that.
And then in contrast, you have the indeed, like you mentioned,
Jethro, the very one sided approach where the personal
touch is just not there. It's a department or multiple
departments being let go based on the fact that it's not in
alignment with company goals. And here in the Netherlands, you
cannot do that as easily. But in the US it's just, yeah,
that's it. Yeah, yeah.
Yeah, I think it's important for what you're saying.
I don't think any relationship has ever ended without bad
feelings on other side. So that's also important to
note, right. So he may, the guy that you
mentioned may feel some negativity towards the
situation, but I think the company is not only responsible
inside of a relationship, right. Like I said earlier, people need
to take responsibility for where they're at and try and change
the situation themselves. So if you're unhappy, you can't
expect the company to do every little tiny thing to make you
happy. You also need to say what can I
do as a person to make myself happy in the situation?
Yeah. And then that's a partnership.
So if you're expecting A2 sided conversation, but you're not
putting any input in, then it does become a one sided
conversation again, right? You need both people at the
table talking about the situation, speaking about how
they want to improve the situation.
If only one person's coming to the party and, and, and speaking
about that, then unfortunately there's probably also going to
be a A1 party ending the, the conversation because you're not
going to be there forever waiting for the other person to
show up, right? We, things move too fast.
The, the world doesn't stop spinning just because you're,
you're not committed to, to changing your situation.
So it's also another important factor, I think in the situation
that you described, right? People need to take
responsibility for where they're at and how they can change their
situation. It's not just the company has to
do everything for you and you're just a bystander who stands
around waiting for things to happen.
In my in my opinion, if you stand around waiting for things
to happen, they seldom happen. With people taking
responsibilities, it kind of ties in one of the last thoughts
I had for performance review, because performance review is
one thing, but you also have, let's say, corrections and
inequality. I have no clue when new people
come in, what their salary is. I don't really care.
But as soon as I find out that compared to other people that
I'm a lot lower with regards to what I'm earning versus what I'm
contributing to, then for me becomes a problem.
And then definitely I have to do something to the point where
either it's a conversation with managers and it spans indeed
multiple periods, or I leave because that's I, I no longer
have an option. Apparently I'm not valued for
whatever I'm delivering. And the way people find out for
me is also interesting. Like on a personal level.
Your exhibit, we have the the holidays, right?
You have Scubia and Skibia, summer holiday and a winter
holiday. And if you earn below a certain
amount, you get a discount. You have to pay half of the
contribution for the vacation. That's how I found out.
Actually the first holiday, because it was a conversation
topic and I was already on the holiday and people were like,
yeah, and so and so. And if you earn below the
threshold, then you get half. But I mean, not everyone does
that. And I was like, what do you
mean? Not everyone gets that.
What do you mean? And they were like, what do you
mean? That's how it came up that kind
of I was earning below the threshold.
And that's how it started. And then maybe this is me, but
that little little drop, that little seed is going to grow
until it becomes a problem. And then indeed, with taking
ownership, I had to do something.
Have you ever had a situation with that as well?
And then especially I'm interested in how you handled
it. Yeah, I think for me it's it's
just, I think you did the right thing.
By the way, it's about speaking about it, right?
It's a conversation. I think you've spoken about this
the whole time. It's always a conversation
between anyone, any kind of situation is generally between
people, company and people. However you want to see it is
always starts off with communication, right?
And I think if you have open and transparent communication,
that's something that can always lead you in the right direction.
It's always, I would say the starting point for that.
And I, I would do the same in your, in your, in your shoes, I
would have had the same conversation and said, not
necessarily the responsibility part is I think having the
conversation, but it's the next step as well.
After that. If you think that you are as
valuable as someone else in the company, then you can find out
what you're not doing. So you can take it as it's
unfair they're getting more than me.
Or you can switch that around and say, what am I not doing in
order to be at that level? And if it really is nothing,
that's great. Then you say, yeah, then I then
I should be here. And here's the proof that This
is why I should be here. But there may be some things
that you can also be doing yourself to making sure make
sure that you're at that same position where you think you
should be. And I think that's where the
responsibility comes in. And question from me, I'm, I'm,
I'm wondering what do you guys think, Should then the salaries
be a public open or should they be hidden?
Because it's also a very cultural thing, and I think
Netherlands is a culture where they strongly prefer not to talk
about our salaries. Have you been in a culture where
where it's more open? Because I've only been in this
one. There are so in Sweden it was
much more open to discuss the salaries.
They were much more open and it it didn't feel like it was a
secret. It's a delicate thing, right?
And I like that you point out, Jethro, that whatever you're
doing, whatever you're contributing to in your mind, it
might be for the greater good, right?
But if the company is not valuing that and by virtue of
them not valuing that, it's skewed whatever you're earning
versus what other people are contributing to and what they're
earning, then that's a thing you can change because you, I mean,
it's within your sphere of influence.
And having then public salaries at least opens up the
conversation and creates the awareness.
Because I had to find out through my colleagues and then I
had to be like, OK, what is this?
Because I, I put my faith in the system, right?
I trust my manager. And in the end they did change
things. So that trust is still there,
but it's a trust that like gets a crack when you figure
something out like that. And I do think public salaries
would help with that. I don't know the downsides
though, because people are very individualistic.
People will definitely point fingers and be like making
comparisons that maybe sometimes they shouldn't when it comes to
years of experience or actually impacting A-Team.
Because it at the end of the day, it's very hard to measure,
I feel like. Well, I know we spoke about ING.
Have you seen on your, what's your title at ING?
By the way, mine's innovation expert and I don't know what
that why it doesn't mean I get no admin rights.
So it's actually a bit of a pain title because I have basically,
I'm not a developer, but I need to do engineering stuff.
So it's a bit of a pain to fight bureaucracy.
But the, the point that I brought that up is there's
normally a number that's associated to your title.
Have you seen that there's a number after yours?
So if you look at on your user access portal or whatever you
have, you'll see there's a number.
And if you look at your team, there will be numbers for each
engineer will have a number. Like financial salary.
That is your, that is your hierarchy inside of your team.
And as far as I know, because manager said to me, he said that
you throw your title should be this and your number should be
this based on how much we pay you as a consultant.
So I know that it is linked. So it's not this is how much you
get, but I think it falls into a range and I haven't heard anyone
really complaining about it. I don't know what the negatives
are about that, but I do know that this is something that they
can use to say, yeah, you're consultant one or consultant 6
or doesn't have to be a number, but that's just how they they
rate it. Yeah.
And those, those numbers, they're not financial numbers,
but they're a number in like a level.
And when you get a promotion, obviously you level up and
there's a financial and there's a financial.
Gain for that, yes. I, I have seen systems like a
lot of systems like that, but they're not not as much into the
detail of let's say a number, but more so, OK, we have junior,
we have media, we have senior. Then you become an consultant,
even though you're internal at a product company, whatever that
means. And then you become manager,
even though sometimes you might not even manage people.
Those are, let's say, then the layers and there are like
there's a financial component to that, but with a range that is
so big that there can still be inequality within that.
So then yeah, I'm not sure how much it helps.
Yeah, I think this comes, this is an actual number that's like
from 1:00 to 8:00 or something like that.
So that's a way bigger degree of increments then just three
increments or 4 increments like you mentioned earlier.
But still I had that system at the Lloyd and we still had quite
a range, like it could be a couple of €1000, maybe €5000 a
year difference, which is still quite a substantial change.
Yeah, difference. What is your thought then,
because you have experienced, let's say, cultures where it's
more transparent or at least to talk about it, to discuss it?
Have you been in a situation or a system where it was like
publicly available what people were earning?
Yeah, I'm not maybe the first person to judge in the sense
that I worked in Sweden, in Stockholm, but it was not for
long time where I had to build my career.
It was a short term assignments. I just worked there and then I
had to move to the Netherlands. So I wouldn't know how it would
affect my, let's say, development within the company
and my career growth. However, just being able to talk
about it made the communication with your peers much easier
because there was no secrecy like here.
Every time we talk about this topic, it feels a bit sensitive.
Like you, we always wiggle around.
We try to like see if the person is open to talk about the
delicate. It's, it's a very delicate
topic, right? And that I think creates A
boundary. And often this boundary is even
bigger between the people who are not the peers, right?
Asking maybe a manager or someone else what's the salary?
And that position is even more delicate topic.
And I do feel pains of this right now.
And I remember how easy it was to do this in Sweden because you
could just ask and everyone was very open about what everyone is
earning. And there was no surprise.
And you knew that. Yeah, if you get to that place,
let's say, you could be earning the same or.
Yeah, it was a bit more clear, which yeah, I found very reveal,
not revealing what's the word for it, but like it was easier
the the conversations was easier.
It's not an extra weight. No, that was an extra weight.
However. Indeed, I don't know what are
the drawbacks either. In in our ideal system then
would we have let's say numbers and hierarchy which translate to
a salary compensation or we go full blown transparency or kind
of what we have where it's more a delicate topic and no one
actually wants to discuss it. Yeah, look, I think there's a a
common example that we can look at for full transparency, but no
real hierarchy. If you look at like a football
team, for instance, you can go online at at any point and look
at everyone's salary basically inside of a football team, even
the fees that they charge to change from one team to another.
So that's like full, full on transparency, right?
And there's no real hierarchy. There's their seniority,
obviously, but there's not like one position that's kind of can
tell another position what to do, for instance, right?
They all have roles inside of the team and they will have to
perform those roles, obviously, like strikers generally paid
more because they're the one that put the ball in the back of
the net. That's the the goal of the game,
I guess. But if you look at it from that
perspective, that's full transparency.
And is there really many downsides to doing that way?
I don't know. We could use them as a case
study to, to investigate and see how it works.
I do know it does affect hiring though, because you have a wage
structure and if everything's transparent, if you're hiring
someone who's earning double with someone else's earning at
the same position, it, it asks questions, right?
And then you either have to not not hire that person or, or pull
them into your team or raise the current salary of the people
inside of your team. And is that a bad discussion to
have? I don't know.
It might be a good discussion, right?
Because if we're hiring someone external who's doing the same
job as us, but we're paying them more than, does that mean that
they're more valuable than us? Or does that mean that our value
in the market has increased? So that's the that's the
question you really need to ask. And I think that these
transparent discussions open up those kind of conversations.
And if someone really is a top performer, everyone's OK with
them earning more. I don't think that if someone is
really like destroying it at the client and producing a lot of
work extra, I think if you see the top performers, everyone
kind of knows already who the top performers are and I don't
see that people would have a negative feeling towards those.
For me, it would be inspiring. I could say, OK, I'm here, this
is what I'm doing and I could look at them again, taking
responsibility. I can say what are they doing
that I'm not doing? How can I get to that point?
And I think transparency, what I spoke about at the beginning of
the the talk was how do you get to how you don't.
You need to know the end goal and how what it looks like in
order to achieve that. You can't just walk aimlessly in
the dark and say, OK, oh, am I, am I in the right position now?
Because you probably, you might be, but you probably won't be.
But if you know where that that that dot is or where that
position is on the map or how do you want it, whatever metaphor
you want to use for it, then at least gives you the ability to
say, OK, if I take 1, two steps, one step in this direction today
and I keep making steps in this direction, I will eventually
reach my goal. And I think that empowers
people. Yeah, absolutely.
I think the challenge comes into changing the system, right?
Because now we can assume that if the Netherlands, lots of
companies don't have this open structure, don't make the
salaries publicly available. But then you have a lot of
discrepancy in the team, right? And once you open this up, all
this skeletons will get out of the closet, right?
And then there's going to be a lot of conversations.
So then in this case, I think what do we need to do?
It seems like we need to 1st, yet the salary's more, more or
less into the same level, right? Bring the people who are earning
less to the same level that everyone else is earning.
And then having this conversation, OK, now maybe
let's have this open and let the people know basically what's
possible. What are the ranges?
Yeah. And now it's all trust based,
right. If you don't know the ranges or
if you don't know other people's salaries, you trust in the
system. And that doesn't have to be a
bad thing basically until something pops up where you
disagree. And with football, it's very,
it's very apparent kind of the contribution.
I'm sure there's nuances there with attackers and defenders,
but at the end of the day, if you score more, the outcome is
you win the match, which means, yeah, you contribute more, which
take it's very different and very delicate, I feel like.
And yes, when it comes to top performance, I I do agree that
we can say, OK, these are those people and if they earn that
much, then that's kind of the goal.
And that's probably also right now the ceiling.
But it opens up the discussion that, I mean, from a company
perspective, they also have to trust the people that people
don't just run away when they think either the ceiling is too
low or they don't see how they can bridge the gap.
Like I do like the transparency part.
I've learned that it's a personal value of mine and I do
think it would contribute in in these conversations as well.
I also think if you look at it from the the top perspective
though, right, because we're speaking about OK, we want to
drive value. So our, our OK Oz, you've spoken
about this before is to drive value, right, You need to
achieve certain things inside of the team.
But what is business is OK Oz is it too make the most amount of
money? And if it's to make the most
amount of money, if it's if that's the OK R for the
business, for the managers, for instance, then that's going to
motivate them to hire people for less money because they can
charge more. They can they can earn more.
So what is the motivation from that perspective?
Is it really to squeeze out every last dollar or euro from
each person? Because then that's going to
motivate them to offer less and to keep the salaries lower
because the lower they they pay people.
So the less money out equals and then the the same amount of
money in, but less money going out.
That's profits, right? So is that really what we want
to achieve as a company? It could be maybe you're a
financial trading company and that's really your goal is to
make as much money as possible. But is that the goal of the
company that you work for? And I think that that's the
shared mission and vision. If the company wants to, the
people in the company want to focus on delivering value and
have happy employees, but the business is focused only on
money. You're always going to have a
mismatch. And business is the one that's
going to win at the end because they're the business, right?
They're the ones at the end of the day making the business
decisions. So you really need to align on
both of these. So maybe you don't want to work
for a company where money is the the bottom dollar.
That's fine. That's that's your decision.
But maybe you do want to work for the company.
Again, it's your decision. But if this is not transparent
and open for people to see, then how will they choose?
And if they then, if they feel like management is being having
hiding the salaries behind cloak and dagger, for instance, then
there's that level of trust that's lost, right?
Because now you don't trust them because you feel like they're
trying to squeeze the most amount of money out of us.
But maybe that's not the case. Maybe that's not the OK at all,
but how do you know that unless it's transparent?
So I think the transparency across salaries is important,
but also about the company purpose and what are the goals
of the company. Yeah, absolutely, because I want
to thank you for this interesting conversation.
I love talking about performance reviews.
There's a lot of delicacy and I think, I don't think it's
delicacy, it's very delicate and there's a lot of nuances there.
I just want to give you the opportunity to share any final
thoughts you might have, starting with you to stop.
On the topic or. Whatever you want.
The conversation, The topic in general.
Yeah, I really enjoyed the conversation with you.
As always, thank you very much for hosting us with Jethro.
Always nice to be with you, brother.
Always sparring some thoughts. Yeah, Yeah.
Thanks very much. Yeah, I don't think I want to
share anything else shared. Shared enough.
Enough. Thank you as well, Jethro.
Yeah, thanks for having me. And again Rustam, it's always
good to to do things with you, man.
My brother in in crime, maybe in crime, but in knowledge sharing
and discussions always. Yeah, I think we've spoken about
a lot of main topic, a lot of topics today and I think that
the main one that I would like to leave is just take
responsibility for, for where you're at.
I think that's my message to most people is have the
conversation, be open, be transparent and take
responsibility. I think that that's can be the
first step in leading you to where you want to be.
Love that. All right, then I'm going to
round it off. Thank you so much for listening.
I'm going to put the guys, the guys, the socials in the
description below this time and Jethro, check them out.
And with that being said, thanks again for listening.
We'll see you on the next one.