I have had considerable experience leading sections and departments, including serving as a project manager for various teams. Although I am now working as a consultant, those earlier experiences remain highly relevant.
In meetings that I chair, there are often individuals who tend to interrupt before others finish speaking, seek attention inappropriately, or do not adhere to proper meeting protocols. Interestingly, this behaviour is sometimes more common among senior personnel, while younger participants are often more disciplined listeners.
However, the quality of output from such individuals does not always reflect their confidence in meetings, delays in report submissions, inaccuracies in documentation, and frequent excuses are not uncommon. These issues are usually noticeable not only to internal teams but also to clients.
While I can often defend such individuals based on intent or circumstances, contractually the situation is different. If a client requests a replacement due to performance concerns, that decision must be respected. That said, I would not simply dismiss their value, I would still provide fair testimonials to support their future employment opportunities, even if they are reassigned to more suitable roles.
Some people may see me as a forgiving person, but as long as no wrongdoing or crime is involved, I tend to look deeper into why someone fails in the first place.
Is it due to weak human resource practices, insufficient background verification, or perhaps a lack of proper training and guidance? In many cases, the root cause is systemic rather than purely individual, and that is what I prefer to understand before forming a judgment or being emotional on the subject.
(As crazy as it might seems, I do apply some of these elements to "friendships" as well)
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