>>49645390I dunno, even with the premise that management isn't capable of any more output than what they demonstrated these past few years:
>CommunicateTell the talents how much you think you can handle. Give them a shared spreadsheet/Google Doc or something for requests to management and make the talents rank requests by priority or something. That way, you can focus your limited resources on what matters, and you can have a clear line of communication not just of what's happening, but also what's (currently) not happening so people aren't just getting ghosted without a clue for months/years on end.
>CollateMore writing shit down, but this time for permissions and shit. Even if you have to keep the physical faxed copy in the office, at least write a couple lines of text (what you got permissions for, when you got them, when/if perms expire, special conditions) and put it somewhere everyone can find it and Ctrl + F what they need. We know they don't do this shit because otherwise Giblet wouldn't be watching other Holos to learn about permissions.
>CommitOnce you've actually decided on a project, focus on driving it to its conclusion (success or fail). If you're going to end up culling or canning a project, get that shit out of the way as early and as quickly as possible so talents aren't just sitting on their hands wondering if this project is going to go anywhere. Why in the unholy fuck are there so many stories of talents throwing months of work at projects only to get aborted near the finish line?
There, three things that could've been done with limited resources, and without needing to change anyone's competence or decision-making preferences. Three things that EN management were documented and catastrophic fuckups at.
