Schroedinger’s cat: how we are obscuring people’s potential in organisations
Lisa Gill

A great post, Lisa! Thank you for shedding light on this topic and for referencing the research. Your article brought to my mind the research done by Marcus Buckingham and Curt Coffman in First Break All the Rules: What the Greatest Managers Do Differently, 1999. I have always resonated with the “12 questions” in the book, which managers are supposed to ask themselves: “How would my subordinates answer these questions?”

1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven days, have I received recognition or praise for doing good work?

5. Does my supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. At work, do my opinions seem to count?

8. Does the mission/purpose of my company make me feel my job is important?

9. Are my co-workers committed to doing quality work?

10. Do I have a best friend at work?

11. In the last six months, has someone at work talked to me about my progress?

12. This last year, have I had opportunities at work to learn and grow?

As an employee, I have regularly asked myself these questions to ascertain where my own feelings were about the position I was holding. More than once, I have begun a position with “yes” for these questions only to see many change to “no,” despite my best efforts and support from my peers.

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