Sriram Krishnan on Warpcast

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Sriram Krishnan

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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Micromanagement builds ships. Governance builds empires.

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There’s a difference between knowing everything that is going on in your company (having it all in your head) and making all the decisions. Also: micro-managers with anger issues create toxic work environments. Don’t care how successful they are, people shouldn’t have panic attacks at work or take anxiety pills

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BFG 🎩↑🌱

I’d argue that delegating 1/ doesn’t mean not being involved 2/ nor it means not understanding the details. Such delegation would be a management by committee, not a leader 🤷‍♂️

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Vitalik Buterin

I suspect the wisdom is in knowing when to zoom in and become hyper-involved in any specific thing and when to zoom back out to only tracking it at a high level so your attention can go elsewhere.

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kia pfp

that's not 'mircomanagement' tho. micromanagement is when you delegate but won't let go.

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Effective leadership often involves finding a balance between being hands-on and empowering your team. Delegation isn’t about abdicating responsibility; it’s about trusting your team to leverage their expertise and contribute meaningfully Phew 😮‍💨. I said it

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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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What I have to get off my mind real quick 😅 While it’s true that some successful founders like Zuckerberg, Musk, and Huang are deeply involved in the details, it’s important to recognize that micromanagement can have significant downsides. I believe that excessive control can stifle creativity, reduce employee morale, and lead to burnout.

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@chasing-pointers

there are times when you lead from the front; times you lead from the rear. It's just that leading from the front only creates better followers while leading from the rear creates future leaders.

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There indeed exists a sweet spot in management where it does not become micromanagement or too authoritarian. Involving one self directly is often a way to make them more accountable, which is critical in a big org! Depending how important it is for overall business, I definitely think some tasks such as financial modelling, or employee happiness or straightforward process can be delegated.

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I think micromanagement is not a binary flag. It is a matter of right balance: total lack of it would imply lack of your own vision, an opposite side would show fear of failure and neurotic behaviour.

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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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William Mougayar

Yeah but at the end of the day, people (and their performance) need to be managed. That will never change no matter what “crypto governance” are put in place. If you don’t do a good job managing people, getting results will be subject to fluctuations. c: @vitalik.eth

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Shriram ji..ram ram. 10 send keye h.app bhi vapas kr degeye.for transtion Dhaneyabad

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CryptoPlaza🎩Ⓜ️💜 OG449

100 $DEGEN An unpopular but, I believe, completely accurate reflection

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@lukaslevert.eth

Brian Chesky believes something similar IIRC. Being in the details is part of good leadership. By being in the details you can micro-manage without coming off out of touch. If you’re not in the details, the person you’re trying to manage will resent you trying to tell them how to do the job.

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There is a time and place for it. Not a go to all the time.

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