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Sriram Krishnan
@sriramk.eth
In defense of micromanagement Delegation is over-rated, micro-management is under-rated and misunderstood. Zuck talks about this “probably one of my most controversial leadership or management things is I don’t actually believe in delegating that much. I kinda think like the way a founder should work is you should basically make as many decisions and get involved as in as many things as you can” Every great founder in my experience does the above - see Elon or Jensen Huang. They are in the details – every technical nuance, every financial model’s implications, every pixel. I rarely see a great company run in any other way. The natural question that gets asked is: doesn’t this make every leader below them unhappy? I’ll answer this empirically: look at the core leadership team of any of these companies and you’ll see they have the same set of people for many, many years
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BoneScruffy
@bonescruffy
It’s all about finding the right balance. While it’s true that these leaders are deeply involved in their companies, their particular context and the unique skills they possess allow them to operate this way effectively. Not every leader has the same capabilities or vision, and what works for one may not work for all. Micromanagement has its pros and cons. While some leaders thrive on being hands-on, it can make team members overly reliant and hinder their growth. Stable leaders might indicate satisfaction, but they can also limit advancement opportunities, causing promising talent to leave. In today’s fast paced world, agility is crucial. Micromanagement slows down decision-making and can lead to burnout for leaders and pressure on teams. A better approach is to balance delegation with oversight, encouraging creativity and maintaining morale 👌
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