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<blockquote data-quote="Blue" data-source="post: 8843559" data-attributes="member: 20564"><p>There's a few parts of this than can go hand-in-hand. First is why are they neglected? If they providing a legacy service that will eventually be phased out that's a lot harder to make relevant and motivating than if they are underutilized because they aren't well known.</p><p></p><p>I'd talk to my boss and peers to find out more. Including have a frank discussion: "look, are their pain points from my team getting more utilized"?</p><p></p><p>Generically, as a manager your job is to manage upwards and outwards towards the rest of the company and your own superiors, to hold an umbrella over your team when it's raining poo, to give credit to your employees when they do good, to praise in public and correct in private, and to make sure your people are mentored and have opportunities. And to get everyone up to speed, or out of the department if they can't get up to speed -- it's often more efficient to get roadblocks out of the way of several competent people then put the same amount of time into someone already given a chance and unable or unwilling to take it.</p><p></p><p>However, don't make change just for the sake of change. Understand why something is being done some way before changing it. It could be inertia, but it could also be because other things were tried and didn't work.</p></blockquote><p></p>
[QUOTE="Blue, post: 8843559, member: 20564"] There's a few parts of this than can go hand-in-hand. First is why are they neglected? If they providing a legacy service that will eventually be phased out that's a lot harder to make relevant and motivating than if they are underutilized because they aren't well known. I'd talk to my boss and peers to find out more. Including have a frank discussion: "look, are their pain points from my team getting more utilized"? Generically, as a manager your job is to manage upwards and outwards towards the rest of the company and your own superiors, to hold an umbrella over your team when it's raining poo, to give credit to your employees when they do good, to praise in public and correct in private, and to make sure your people are mentored and have opportunities. And to get everyone up to speed, or out of the department if they can't get up to speed -- it's often more efficient to get roadblocks out of the way of several competent people then put the same amount of time into someone already given a chance and unable or unwilling to take it. However, don't make change just for the sake of change. Understand why something is being done some way before changing it. It could be inertia, but it could also be because other things were tried and didn't work. [/QUOTE]
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