yes, but if your person is specialised to the point where they would be able to resolve the matter best, let them have the cross discipline/personal leadership to be a representative of your team/project to allow them to grow.

[–] SkunkWorkz@lemmy.world 1 points 19 minutes ago* (last edited 17 minutes ago)

Absolutely, and this speaks directly to the mission-critical need for leveraging granular vertical ownership within a hyper-synergistic deliverables matrix. By activating the core bandwidth of specialized resource nodes to engage in omni-channel interfacing and personal brand elevation, we catalyze exponential paradigmatic growth curves. It’s about more than role-based alignment — this is a cross-pollination of iterative thought leadership within a frictionless eco-agnostic value proposition. Empowering niche operatives as holistic touchpoint evangelists not only recalibrates the proactive-dependency continuum but also realigns our quantum KPIs toward a next-gen Six Sigma trajectory of holistic disruption and enterprise-level harmonization.

[–] Tar_alcaran@sh.itjust.works 2 points 2 hours ago

Ideally, yes. But it's not just on the person, it's on the entire organisation to utilize that person best.

If everyone starts asking the senior engineer to fill potholes, because he does it so neatly, a manager should definitely start telling everyone they can request the senior engineers time through the manager.

But if everyone acts like a professional and considers the whole structure, instead of just themselves, then people can manage themselves just fine.