Do you raise a discussion saying the below? I believe you should be expected to more clearly differentiate your *Review* (based on the such procedure criteria) - and its accompanying Position ballot, with your personal review. (Modified from the first message of thread)
Refering to first message: I believe they should be expected to more clearly differentiate their "IESG Review" (based on the above criteria) - and its accompanying Position ballot, with their personal review. We need manager's personal review and experience, I think the business needs manager's personal views as well. AB On 4/13/13, Pat Thaler <ptha...@broadcom.com> wrote: > +1 on for John's response. > > I will argue with my manager if I think they are wrong and I've gotten > positive results from giving managers feedback on their performance. Of > course, disagreeing with management won't always get the decision changed, > but I've never felt I lost anything by raising the discussion. > > I've also seen some bad decisions made when someone had good reasons why a > decision was wrong but didn't surface them because they didn't feel they > could argue with management. > > IETF participant to IETF leadership isn't the same as employee to manager of > course. We are all volunteers collaborating to get good results and if we > feel there is a process problem we can discuss it. IETF formalizes this by > having open mike sessions for example. > > A thread on whether there is a problem with the IESG review process is > appropriate, IMO. > > -----Original Message----- > From: ietf-boun...@ietf.org [mailto:ietf-boun...@ietf.org] On Behalf Of John > C Klensin > Sent: Friday, April 12, 2013 3:19 PM > To: Abdussalam Baryun; ietf > Subject: Re: Purpose of IESG Review > > > > --On Friday, April 12, 2013 20:24 +0100 Abdussalam Baryun > <abdussalambar...@gmail.com> wrote: > >> How can a memebr of staff in a company argue with the manager >> about the manager's decisions or performance? > > In most successful companies, yes. > >> Only >> Owners/shareholders can question managers and staff. > > And companies that behave that way don't last very long in > rapidly evolving fields... at least unless the managers are > endowed with perfect wisdom. It is not an accident that most > management schools teach would-be managers that listening > --especially to the people on the front lines-- is a very > important skill. > > So, at the risk of generalizing too much... What on earth are > you talking about and what experience do you have and use to > justify it? > > john > > > >
