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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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@dominique
With visionary leaders sometimes micromanagement has to take place for a while as people understand and adapt to new ways of doing things. It takes a full realignment and that means every detail - similar to a UX designer coming in to look at every level from start to finish. But as trust is developed and buy-in is approved, over time the visionary needs to bring their attention to other areas requiring new vision and allow teams to do what they do best - with routine checkins from the leader to make sure they stay aligned, but not suppressed by something like an authoritarian cult dictator. At some point the visionary has to let go and accept that their role was to usher in something new - and that it will have a life of its own without dominating control, managing it forever, or trying to achieve a perfect ideal at the expense of human spirit
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