Knowing the secret
After plenty of research you have three options still on the table and no perfect answers that point to a particular choice, what do you do?
You…
As a good manager who knows the clear secret of broad success … you hire smart people. Smarter than you if possible, with different experiences and complimentary skills. You give them interesting and challenging roles, just like you’d appreciate.
And if you’re as smart as them, you listen and work to clear their path. You fight against the organisational nonsense that strangles most other places, jousting it out of their way. You give them big responsibilities and the authority to make things happen. All that as a good manager.
Which is not the same as the strong manger who knows the secret, and even acts on step one, before chopping smart people off at the knees. Who whips them around with direction changes, who emphasises analysis over action, who indulges blame-calling over lesson learning.
The strong manager gets what they want, whilst nudging smart people towards the door.
Skippy strategy: Knowing the secret is only the beginning.
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Category:
Teams
It’s an important detail, it needs to be managed, so you put a measure in place. One that sets an expectation and determines whether the job…