The problem with top down management is that it’s deaf and a bottle neck.
As a top down manager, you might be able to convince yourself that you see everything, hear everything, know everything, and that you powers of assimilation means you bring all these sources to bear whenever there’s a need for insight or decision making. You aren’t and you can’t. You will never know all that your people know because they won’t bring it to you – why would they? You know everything anyway.
Your second delusion is that everything passes over your desk without friction. That your powers of decision making are so tuned that you can make assessments and present actions at the speed of thought, and that this is plenty fast enough to keep the organisation flowing. You can’t and it isn’t. Everyone (left) will waste time waiting.
Skippy strategy: Top down means head in sand.
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