> 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.
> 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.
There are many reasons an executive needs to know what’s happening even if they’ve delegated the decision making authority.
Nobody can go to their boss and say “I don’t know what’s being done. I let so-and-so handle everything and they’ll figure it out”. Everyone has to know the big things that are happening.
Second, this is the step where the manager surveys the next steps for potential blockers or opportunities to accelerate. Maybe they notice that the plan could benefit from someone else’s help and they ask that person to contribute.
There’s a lot of overthinking happening in this thread. The “I don’t need to know the details” isn’t a literal statement that covers all details. It’s a way of saying “Skip forward to the part I need to hear about”.
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.
Aurornis · · focus · HN ↗
There are many reasons an executive needs to know what’s happening even if they’ve delegated the decision making authority.
Nobody can go to their boss and say “I don’t know what’s being done. I let so-and-so handle everything and they’ll figure it out”. Everyone has to know the big things that are happening.
Second, this is the step where the manager surveys the next steps for potential blockers or opportunities to accelerate. Maybe they notice that the plan could benefit from someone else’s help and they ask that person to contribute.
There’s a lot of overthinking happening in this thread. The “I don’t need to know the details” isn’t a literal statement that covers all details. It’s a way of saying “Skip forward to the part I need to hear about”.