It seems like you're a manager, but how do these two sentiments go together:
> You must be willing to say "I don't know" 10x more than as an IC
> All other approaches will lead to you failing to deliver results, failing to retain, and a drag on the org.
Your advice is contradictory on its face. How can you embrace "not knowing" and having a curious mind, while at the same time declaring that this set of operational activities are "the only way to do it"?
> You must believe deep down in your core that ordering a human being to do something is a sign you must introspect about your failure as a manager, and commit to fixing the problem.
This also just seems like new-age guilt injected into the work place. Don't be a micro manager always in people's faces for no reason but if you're telling yourself you're a failure because _as a manager_ you told someone to do something, I'm not sure how you last more than 2 days on the job.
>> You must believe deep down in your core that ordering a human being to do something is a sign you must introspect about your failure as a manager, and commit to fixing the problem.
>This also just seems like new-age guilt injected into the work place. Don't be a micro manager always in people's faces for no reason but if you're telling yourself you're a failure because _as a manager_ you told someone to do something, I'm not sure how you last more than 2 days on the job.
I don't know. As a parent it's something I do all the time. My aim is very much to lead my kid and I absolutely hate being authoritarian. So whenever I do find myself being so, I try to introspect (not very successfully for the most part) and find a better solution.
Seriously, no knows anything about parenting. Properly considered, it is the most difficult and intellectually challenging task conceivable.
“Here, take this tabula rasa child and, over the course of many years, with virtually no timely feedback about the impact of any of your actions, raise a fully formed rational adult capable of effectively dealing with the problem of human survival on a planet incredibly hostile to life.”
Most children grow up to be decent human beings despite parents having no clue. I don't think you can do much for them, they do it all by themselves... just don't destroy them by being a horrible person and treat them with respect, even knowing you have all the power in the relationship.
You must be a merciless judge of what you hold has knowledge (that is, have certainty beyond a reasonable doubt). Misstating as a manager is vastly more damaging than as an IC. Even if you know something, it is often valuable to defer to your team for the answer.
Giving direction and context is different from giving orders.
> You must be willing to say "I don't know" 10x more than as an IC
> All other approaches will lead to you failing to deliver results, failing to retain, and a drag on the org.
Your advice is contradictory on its face. How can you embrace "not knowing" and having a curious mind, while at the same time declaring that this set of operational activities are "the only way to do it"?
> You must believe deep down in your core that ordering a human being to do something is a sign you must introspect about your failure as a manager, and commit to fixing the problem.
This also just seems like new-age guilt injected into the work place. Don't be a micro manager always in people's faces for no reason but if you're telling yourself you're a failure because _as a manager_ you told someone to do something, I'm not sure how you last more than 2 days on the job.