> Then I realised that "I don't want the details" wasn't being dismissive. The executive assumed that we were competent, and was saying "I already believe you. Now let's talk about what happens next".
Something about this feels wrong:
- If you trust them completely, you don't need to know what happens next either. Just trust them to do the right things, your leadership isn't required.
- If you don't trust them completely, how can you know if "what happens next" is appropriate without knowing the details?
Isn't this just reinforcing the idea that leadership doesn't need to have their feet on the ground?
The best leaders I've worked with were paying attention to things from the bottom-up as well as top-down.
> The best leaders I've worked with were paying attention to things from the bottom-up as well as top-down.
If I have a handle on things from bottom-up to top-down, I don't need them to rehash weed-level technical and specific details. I need them to tell me what we're going to change, and it needs to be a BIG systemic change, not minutiae, which is where many engineers thrive.
If execs demand a big change every time something goes wrong, they will demoralize everyone working for them, and probably waste a lot of money.
Most of the time, operational failures are either the result of a new feature being sent off without enough testing, or a dozen small failures lining up to remove resilience. Big changes without well-thought out plans primarily serve to stoke executive egos.
FartyMcFarter · · focus · HN ↗
Something about this feels wrong:
- If you trust them completely, you don't need to know what happens next either. Just trust them to do the right things, your leadership isn't required.
- If you don't trust them completely, how can you know if "what happens next" is appropriate without knowing the details?
Isn't this just reinforcing the idea that leadership doesn't need to have their feet on the ground?
The best leaders I've worked with were paying attention to things from the bottom-up as well as top-down.
garciasn · · focus · HN ↗
If I have a handle on things from bottom-up to top-down, I don't need them to rehash weed-level technical and specific details. I need them to tell me what we're going to change, and it needs to be a BIG systemic change, not minutiae, which is where many engineers thrive.
dsr_ · · focus · HN ↗
Most of the time, operational failures are either the result of a new feature being sent off without enough testing, or a dozen small failures lining up to remove resilience. Big changes without well-thought out plans primarily serve to stoke executive egos.
garciasn · · focus · HN ↗
dsr_ · · focus · HN ↗