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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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esha
@esha
for a founder to be an effective micro-manager, they need to be proficient managers of their time and priorities. many misunderstand micro-management as controlling every facet of production and execution to the detriment of accelerative building and performance. it’s discouraging for teams when the main blocker for GTM is the founder’s sign off on miniscule facets. the ideal founder micro-manager knows when to back off, when to zoom in, & how to respect the intent behind decisions while not letting their core responsibilities interfere with their team’s work.
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