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I don't want the details

466 points · 226 comments · mooreds

  1. FartyMcFarter · · focus · HN ↗
    > 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.

    1. dpark · · focus · HN ↗
      “Trust” is usually bounded. I trust my elementary aged son to get dressed for school without supervision. That doesn’t mean I trust him to start a campfire without supervision. A chef might trust that their new employee is a hard worker and well intentioned. That doesn’t mean they also trust them to create and serve original dishes.

      Here you are recasting “I trust that, despite the bad outcome, everyone’s actions here were reasonable” as “I trust that you are going to solve this fully without my guidance”. The fact that the word “trust” appears in both of these statements does not make them equivalent. Trusting that people are capable and well intentioned does not mean trusting that they will accomplish the same thing without you.

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