Possible duplicate of What can I do to make a coworker's lack of effort more visible?

I don't think I want to make what other coworker do more visible. I really don't care about what they do or not. I just don't want to be "less visible". What he does is not of my business. I know that they do simple tasks and take a long time because normaly in the end, I help then.

Are you getting those comments only from management or does your slow coworker also chime in?

No No, actually those coworkers are all my friends. they're good people and I like then. All complaint comes from my boss. And normally asn a Database administrator, I notice a problem and I just fix. Sometimes they say " oh I think the server is down" and again I just fix without saying much about what I did. or "this process is so slow" and I query tunning the hell of those queries and in minutes everything is fast.

@gnat Related, yes, but not duplicate. Here, OP is getting flak because the boss can't tell what the problem is. In the other Q, with a bit of paperwork, it's easy to demonstrate what the problem is to a $Suit.

Do your colleagues do similar tasks? Is it possible to write scripts for those tasks too? Have you offered making your colleagues jobs easier?

Go on vacation for a month.

Do you not have reports? You mention fixing things without saying much about what you did--you spent company time doing company work and your boss isn't aware of it? Sounds like a failure to report on your end.

@Helena Even with a library of scripts, it's likely the knowledge of how to apply them that matters. I'd bet that a lot of those self-made scripts also exist in some form already on this wide internet of ours--but OP is aware of their existence and how to use them and that's the important part

Possible duplicate of How do I be more visible at work?

Have you tried simply doing administration for everything you do? "misconfiguration on server X causing cascading catastrophic fail" - > fixed in 3 minutes due to IP change. But, it's a ticket which is logged and may be presented. Same ticket for that colleague? 2 days. Something you can point to. Also, more tickets on your name (also as resolved) vs a couple on the other dude's...

Tell your boss he is measuring the wrong thing. Devise what he should be measuring. Tell him that problems solved per day is an output, a yield; and days spent per problem is an input: a cost. Tell him he is rewarding inefficiencty and ignoring efficiency. Ask him whether you should slow down so you can get some praise too.

All answers were amazing and it's hard to chose only one. Thanks everyone.

It's possible the slower coworker has some appealing skill that is more responsible for their compliments than the time to completion. Maybe the compliment dilemma is multidimensional.

@CaptainEmacs I was going to write that as a full answer...you should, though, since you wrote it first!

Do you actually work on the same thing as your coworkers? That is, if some ticket or something comes in could it equally be assigned to either you or one of your other coworkers, or are some types of tasks only assigned to some people?

@user3067860 Thanks for that: I am not sure such a laconic remark would be accepted as an answer, though, but there is really not much more to say. If they cannot appreciate a good worker, then, pfff.

@captainemacs since he's in Brazil, he has 30 days of paid vacation every year by law. So he kinda goes on vacation for 30 days every year (he can split the vacation and sell some days), but compared to the vacation some US workers get...

This is a common problem that's simply solved by having metrics that define your performance. As long as your superiors don't evaluate your performance in a structured way, you're going to have evaluations that rely on "impressions" like this rather than on facts/data.

@AlexM Metrics have their own very considerable problems. If managers are not smart enough to recognise quality work, they are not smart enough to use metrics appropriately, either. You'll then get teams that converge to the lowest denominator that fulfils the metric.

@CaptainEmacs You're probably right but I'd still take poorly-thought-out metrics over poorly-thought-out "feeling"-based evaluations. At least I know how I'm being judged and can perform accordingly, perverse incentives or not.

@AlexM Where there are no metrics, you have more leeway to fine-tune and communicate capabilities; the fact that OP does not yet know how to do this, does not mean they cannot learn how to do it. When there are metrics, you lose even this flexibility. The best move, if nothing improves, is to switch employers, anyway.

@CaptainEmacs Well, yes. 'Leeway to fine-tune' etc is likely not within the capability of OP's management, which is actually the problem. I'm basically claiming that bad management with metrics (ie. what I'm suggesting here) is better than bad management without metrics (ie. what OP seems to have today). Your claim that good management is still better is not one with which I disagree ;)

The fine-tuning referred to the options available to OP. Once metrics are in place, the game is up. With seriously bad management, anything short of a threat of collapse (and sometimes even not that) will not yield improvements. If the management is that weak, the metrics chosen will be bad, too and measure the wrong things. OP will have the same problem, with no real recourse left.

Obligatory: If you do a good job no one will notice you do anything at all. Doesn't hold true for every job out there, but it definitely does for DBA work. Consider the lack of compliments a compliment. If you really want to make sure people know you're an important asset do as @CaptainEmacs said and take a long vacation.

Add this link to your replies: youtube.com/watch?v=zi8ShAosqzI

Speed is not necessarily the best quality to aim for. Personally I'd much rather have well-written and clear code even if it takes longer, because it is easier for others to maintain in the future.

" If I do a job in 30min, it's because I spent 10 years learning how to do that in 30min. You owe me for the years, not the minutes. "

Do an online search for the phrase: "PIE Performance Image Exposure". tldr it says that research has shown that your performance counts for 10% of your career advancement / appreciation, whereas the remaining 30% is image, and 60% exposure. You may be very good at performance, but you are very bad and need to improve at image and exposure of what you do, as that counts for far more in your manager's eyes. Your colleagues on the other hand, seem to have excellent image, and good exposure, so their moderate performance gets more mileage for them compared to your stellar performance no-one sees.

Obligatory quote: “The trouble with doing something right the first time is that nobody appreciates how difficult it was” ~ Walt West (american football coach)

When people ask me how long it took me to fix something "quickly", I now respond with "It took about <my accumulated years of experience> + <time on this particular case> years"

@Mars Ideally using scripts can be taught. There is is a difference between working 50% faster or making the whole team work 50% faster.