> 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.
Can't do that w/o talking about the cost of what you're going to do, and you can't do that w/o talking about the impact of the incident.
So you can elide some details when you talk to leadership, investors, and regulators, but you can't elide everything.
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.
stogot · · focus · HN ↗
cryptonector · · focus · HN ↗
So you can elide some details when you talk to leadership, investors, and regulators, but you can't elide everything.