Just read through your twitter thread, I really appreciate this perspective and I completely agree, a manager's job includes ensuring the right circumstances to foster intrinsic motivation. I think where I might quibble is there are often circumstances where there are genuine skill gaps and, a manager acting as coach, can accelerate someones growth and performance.
Sure -- but why drag the entire organization through a perf process to accommodate those folks? Especially when they are tied to comp, performance review processes are (in my experience) about justifying decisions that have already been made rather than actually earnestly trying to improve an employee's growth: decoupling review from comp and then additionally not having a one-size-fits-all review process allows that coaching and mentoring to go where it's most needed -- and it similarly allows for positive feedback to happen much more quickly, broadly, and earnestly.
