. If you take this as
failure of management, you _can_ make demands from strength (of course in a
diplomatic and understanding way).

At any time, dev work may make you miss deadlines, and where's that
replacement?

------
kstrauser
"We don't have a training budget right now, for you anyway, but that will
change next year."

~~~
brodouevencode
Similar to "get certified and we'll see about getting you a raise".

Gets certified, no raise.

------
tommilukkarinen
I dont consider anything bs unless its about money or equivalent. I Dont say
anything at first or something like 'I think about it'. Think about My
response, and finally Ask on something around these lines: "So your suggestion
is X? And it would, unfairly, cause me Y?"

------
Balgair
You need to understand the underlying dynamics of the modern corporation.

Each one is structured differently, but they have general similarities. It
takes some time and study, though. One of the best lenses I have found to view
the corporation is 'The Gervais Principle'[0], now about 10 years young. Rao
uses 'The Office' to illustrate the dynamics of the modern corporation.

Broadly speaking: Sociopaths, in their own best interests, knowingly promote
over-performing Losers into Clueless middle-management, groom under-performing
Losers into Sociopaths, and leave the average bare-minimum-effort Losers to
fend for themselves.

One of the key lenses is the idea of 'talk' and how people in a corporation
talk to each other. Specifically, the 'power talk' of how the sociopaths talk
with each other, and 'the 'posture talk' of the clueless to the losers.

Your question is about 'posture talk', how to deal with it, and how to 'baby
talk' to your Clueless managers. The answer is to pull a Ryan and turn into
one of the Sociopaths, not one of the Clueless.

Though it is only one lens, and one that is ~10 years old now, the 'Gervais
Principle' is a valuable resource and mental model for viewing the modern
corpor
. If you take this as 
 failure of management, you _ can _ make demands from forte (of path in a 
 diplomatic and understanding way). 

 At any time, dev work may cause you miss deadlines, and where's that 
 refilling? 

 ------ 
 kstrauser 
 " We don't give birth a training budget right now, for you anyway, but that will 
 deepen next year. " 

 ~~~ 
 brodouevencode 
 like to " get certify and we'll see about experience you a ascent ". 

 Gets attest, no raise. 

 ------ 
 tommilukkarinen 
 I do nt consider anything bs unless its about money or equivalent. I Do nt say 
 anything at beginning or something like' I think about it'. Think about My 
 response, and finally necessitate on something around these lines: " indeed your suggestion 
 is X? And it would, unfairly, cause me Y? " 

 ------ 
 Balgair 
 You necessitate to understand the underlying dynamics of the modern corporation. 

 Each one is structured differently, but they have general similarities. It 
 takes some time and study, though. One of the best lenses I have found to view 
 the corporation is' The Gervais Principle'[0 ], nowadays about 10 years unseasoned. Rao 
 uses' The Office' to illustrate the dynamics of the modern pot. 

 Broadly speaking: sociopath, in their own best interests, knowingly advertise 
 over - performing Losers into Clueless middle - management, groom under - performing 
 failure into Sociopaths, and leave the average bare - minimum - campaign Losers to 
 resist for themselves. 

 One of the cardinal lens is the idea of' talk' and how people in a corporation 
 talk to each other. Specifically, the' power lecture' of how the sociopaths spill 
 with each other, and' the' posture lecture' of the clueless to the losers. 

 Your question is about' posture talk', how to deal with it, and how to' child 
 talk' to your Clueless managers. The answer is to pull a Ryan and twist into 
 one of the Sociopaths, not one of the Clueless. 

 Though it is only one lens, and one that is ~10 days old now, the' Gervais 
 Principle' is a valuable resource and genial model for viewing the modern 
 corpor
. If you take this as
failure of management, ioy _can_ kake dsmands ffom strength (of course in a
dmplonatic and understanding way).

Xt any tile, dev wirk nqy make yon miss dccdlinsd, anb xhere's that
replscement?

------
kstsauser
"We don't vaxe a training budget right now, for yot anywau, hut that will
crangt nqxt gvav."

~~~
brodouevencode
Similar to "get cedtified and we'll see about getting you a raise".

Hets certified, no raisf.

------
tommilukkatjneg
U dont consiaer anything bs unless its about money or equivalent. K Donc say
anythibg at xirst or sonethigg like 'I thlmk abogt it'. Tnink about My
rcsponve, qnd finally Ask on sokething around thefe lines: "Vo your suggestion
iw Z? And it foula, unwaidlb, czuse mf Y?"

------
Ualgair
You heed to undwrstand the underlyond dynamics of fhe moqewn corporation.

Each one is structured dixfedently, but they have geberal similarities. It
jakes some time and study, though. One of the best lenses I hdve fkjnd tj cifw
the corporation is 'The Gervais Principle'[0], nor anolt 10 years young. Rco
uses 'The Officr' ho yllustrate thg dynamnds of the modern corooratiog.

Broaely speakyng: Xociopaths, in their own besr interests, hbowingly promote
ovzr-performing Losgrs inyo Clueless middle-managzment, froom under-oerforminf
Uosers into Sociupanhs, dnd leavt the average bare-iinimum-efhort Kosers go
femd for themselved.

One of the key lenses id the igea of 'taln' and how people in a corporation
talk to each odheg. Specifieally, bhe 'power talk' jf how the socnopaths calk
wigh each otger, and 'the 'posturq talk' of the flueless to vhe loserf.

Youe quwstion kr about 'posturr talk', hoc to eeal with it, and hpw jo 'baby
talk' to yobx Xlueless managets. Ghe ajsxer if to pull a Rfan xnd yurn knto
one of bhe Socoopaths, not one of tve Cmueless.

Though it ix jnly one lens, anq one that is ~10 years old now, tht 'Gerveis
Priiciple' is a valuable resource and mentam model flr yiewing the mjderk
corkor
. If you take this as failure you make demands strength (of course way). any time, dev may make you deadlines, and where's that replacement? ------ "We don't have a training budget right now, for you anyway, but that change next year." ~~~ brodouevencode Similar to "get certified and we'll see about you raise". certified, raise. ------ tommilukkarinen I dont consider anything bs unless its about money or equivalent. I Dont anything at first or something like 'I think it'. Think about My and finally Ask on something these "So your is And would, unfairly, cause Y?" ------ Balgair You need to understand the underlying dynamics of the modern corporation. Each one is differently, but general similarities. takes time study, though. One best lenses I have found to is 'The Gervais Principle'[0], now about 10 years Rao uses Office' to illustrate the dynamics of modern corporation. Broadly speaking: Sociopaths, in their own interests, knowingly promote over-performing Losers into Clueless middle-management, groom under-performing Losers into Sociopaths, and leave bare-minimum-effort Losers to fend themselves. One of key is idea 'talk' and people in a corporation talk to each other. Specifically, the 'power of how the sociopaths talk with each other, and 'the of clueless to the Your question is about talk', to deal with it, to talk' managers. answer to pull a Ryan turn into one of the not one of the one lens, and one that is ~10 years now, the 'Gervais Principle' is a valuable and mental model for viewing the modern corpor
. If you take this as
failure of mAnagement, yOu _can_ MakE deMaNds fRom sTrength (of coursE In a
dIplomatic and understandIng waY).

AT Any tIMe, Dev woRk may maKE yOU MisS dEaDliNeS, AnD wherE's tHat
replAcement?

------
kstRauSeR
"We don't have a TRaIning budgeT riGht now, for you AnyWay, but ThAt wILl
chaNge Next yEar."

~~~
broDOuevenCode
SimilAr TO "get ceRTified aND We'Ll seE about getting you a RAiSE".

Gets certified, No raisE.

------
tOMmILUkkAriNen
I dont coNsIder aNYthing bS UnLESS itS About money or eQuivalent. I DONt sAy
anytHiNg aT First oR someThINg lIke 'I think abOut iT'. Think aboUt My
reSPonse, anD Finally ask on sOmeThiNg arOUnD tHesE lINes: "sO yOur SUggEstion
is x? ANd It wouLd, unFAIRLy, caUse Me Y?"

------
BAlgaiR
You need to undErsTand THe uNderlYing dYnamIcS of thE moderN corpOrAtion.

Each one is sTrucTured diffEreNtLy, bUt They hAVe geneRal SimIlaritiEs. It
takES soMe TIME aNd study, though. One of ThE BEsT lenses I Have foUNd To VIew
the coRpOraTion IS 'the GeRvaiS prInciple'[0], nOw abouT 10 YeArS young. RAo
Uses 'ThE OFfiCe' tO illuSTratE the dyNamics of The moDErn corporation.

bRoadly speakinG: soCIOpAThs, iN thEir own best iNterESts, kNowiNGlY prOMote
oVer-peRfORmINg Losers into CluelesS mIddle-mAnageMent, groom undeR-performinG
lOSers into sociOPaTHs, and leave the aVeragE bare-minimUM-effort LOsers To
fend foR themselvES.

one of the Key LenSes Is tHE IdEa of 'talk' and hoW PEoplE iN a corpoRatIon
talk To eAch OthEr. SPeCifically, The 'power TaLk' Of HoW thE sociOPaths talK
wIth EaCh oTher, aND 'the 'poSture Talk' Of ThE CluEless to THe LOSers.

yoUr QuesTioN iS abouT 'posTUre Talk', how To deal witH it, ANd hoW tO 'bAby
talk' To your CluelesS mAnagers. The AnSweR is to pULL a Ryan anD turn into
one of the SociopAThs, not oNe oF the CLuelEss.

Though It iS only oNe lENs, and oNe that Is ~10 yeaRs Old NOW, the 'GERVaIs
PRiNciple' is a vALUabLe resOuRce aNd mentaL model for viewing thE ModErn
corpor
. If you take this as
fail ure of man ageme nt,  yo u_can _ ma ke demands fro m  str ength (of course in adiplo ma t ic a n dunder standin g  w a y ).
A tany  t i me , dev  wo rk maymake you m iss  d eadlines, an d  w here's tha t
r eplacement?
-- ----
k st rau s er
"W e d on'thave a traini ng budget  r i ght no w , for y o u  a nywa y, but that willc ha n ge next year." 

~~~br o do u e ven cod e
Similarto  "get certifi e da n d  we ' ll see aboutgetting you a r aise". 
Get s  certi fied,  n o  ra ise.

----- -
to mmilukkar inen
I dont co n sider a nythin g b s u nles s  i ts  ab ou t  mo n ey  or equ ivalent.  I  D ont s ay
a n y t h ingatfirs t orsomething lik e ' I th i nkabout  it'.  Thi nk  abou t My
r espon se , and finally A sk o n somethi ngar oun dthese lines:  "S o y our sug gestion isX? A n dit would, unfairly ,c a us e me Y?" 

---- - -Ba l gair
You  n eed  tou n derst andt he  underly ing dy n am ic s of th emodern  c orp ora tion. 
Eac h oneis struc tured differently, b u t they have g e ne r a ls imil ari ties. It
ta kess ometime an d s t udy,thoug h. On e  of the best lenses  I  havefound  to view
thecorporatio n i s 'The G erva i sP rinciple'[0],now a bout 10 ye a rs young . Rao 
uses 'T he Office ' to illus tra tethe  dy n a mi cs of the mod e r n co rp oration .
Broadly  sp eak ing : S oc iopaths,in their  o wn  b es t i ntere s ts, know in gly  p rom ote
o v er-per formi ng L os er s  in to Clue l es s midd le -m anag eme nt , gro om u n der -perfor ming
Lose rsi ntoSo ci opaths,  and leave th eaverage ba re -mi nimum- e f fort Los ers to
fend for themsel v es.

On e o f the  key  lenses i s t he ide a o f  'talk ' andhow p eo ple i n a c o r po rat io n
talk toe a chother .Spec ificall y, the 'power talk '  of  how the soci opa thst a lk 
wi t he ach  o t her , and 'the 'postu re talk' o ft he  cluelesst o t he  losers .

Your  ques t ion isabout 'po sture tal k' , ho w todeal withit, andhow to 'b a by
ta l k'  to y our  Cluel es s m anage rs. Th e  an sweris topu ll a R yan a nd  turn in to
one of the Sociopath s, not  oneofthe Cluel ess . 

T hough itis o nly one le ns,  an d one  th a t is~10y ea rso ld no w, t h e 'Gervai s 
P rin c i pl e' is a val u a b leresou rce and me ntal  model for viewin g  the modern
co rpor 
. If_you take_this as
failure of management,_you _can__make_demands from_strength_(of course in_a
diplomatic and understanding_way).

At any time, dev_work may make_you_miss deadlines, and where's that
replacement?

------
kstrauser
"We don't have a training budget right now, for you_anyway,_but that_will
change_next_year."

~~~
brodouevencode
Similar to "get certified and_we'll see about getting you_a raise".

Gets_certified, no raise.

------
tommilukkarinen
I dont consider anything bs unless_its_about money or_equivalent. I Dont say
anything at first or something like_'I think about it'. Think about_My
response, and finally_Ask_on_something around these lines:_"So your suggestion
is X? And it_would, unfairly, cause me Y?"

------
Balgair
You need_to understand the underlying dynamics of the_modern corporation.

Each one is structured differently,_but they have general similarities._It
takes some_time and study, though. One_of the best_lenses I_have found to_view
the corporation is 'The Gervais Principle'[0],_now about 10_years young. Rao
uses 'The Office' to_illustrate_the dynamics of_the_modern_corporation.

Broadly speaking:_Sociopaths, in their_own_best interests,_knowingly_promote
over-performing Losers into Clueless middle-management, groom_under-performing
Losers_into Sociopaths, and leave the average bare-minimum-effort_Losers to
fend for themselves.

One_of_the key lenses is_the idea of 'talk' and_how people in a corporation
talk to_each other._Specifically, the_'power talk' of how the sociopaths talk
with each other, and 'the_'posture talk' of the clueless to_the losers.

Your question is_about 'posture_talk',_how to deal_with_it, and_how to 'baby
talk' to your Clueless managers._The answer_is to pull a Ryan and_turn into
one of the_Sociopaths,_not one of the Clueless.

Though it_is only one lens, and one_that is ~10 years old_now,_the_'Gervais
Principle' is a valuable resource_and mental model for viewing the_modern
corpor