> The stress comes from people who are bad at what they do and are trying to make it someone else's problem.
People who are currently bad what they do have their own work struggle, go home to their issue, have their hobbies and ambitions.
I think the article strikes a very good point when it says you don't want to be remembered as that guy but I would go even further in that it's not only about your reputation. When you are that guy, you are actually making everybody life slightly worse including your own.
I think there is more value in acting and being remembered as someone who can lift up rather than as someone who is distant and self-interested. It's not that you should always be mindlessly helpful but you can be assertive, give honest feedback, help people realise when they should take responsibility and define directions without being a pushover or exploited. In my experience, that's how you make people actually want to work with you. These are obviously hard skills to develop (at least they were and still are to me) but they are how so valuable.
To go back to your conclusion, for me it's more about "How do I convince the people I want to work with to work with me?" than about cutting people. After all, you will probably be the sole constant in all the work environments you will be a part of in your life so you are the biggest factor into making them work for you.
People who are currently bad what they do have their own work struggle, go home to their issue, have their hobbies and ambitions.
I think the article strikes a very good point when it says you don't want to be remembered as that guy but I would go even further in that it's not only about your reputation. When you are that guy, you are actually making everybody life slightly worse including your own.
I think there is more value in acting and being remembered as someone who can lift up rather than as someone who is distant and self-interested. It's not that you should always be mindlessly helpful but you can be assertive, give honest feedback, help people realise when they should take responsibility and define directions without being a pushover or exploited. In my experience, that's how you make people actually want to work with you. These are obviously hard skills to develop (at least they were and still are to me) but they are how so valuable.
To go back to your conclusion, for me it's more about "How do I convince the people I want to work with to work with me?" than about cutting people. After all, you will probably be the sole constant in all the work environments you will be a part of in your life so you are the biggest factor into making them work for you.