Better to micromanage than be disengaged

For a long time, I found the micromanager CEO archetype very frustrating to work with. They would often pop out of nowhere, jab holes in the work I had done without understanding the tradeoffs, and then disappear when I wanted to explain my decisions. In those moments, I wished they would trust me based on my track record of doing good work. If they didn’t trust my track record, could they at least take the time to talk through the situation so I could explain my decisions?!

At those moments, I longed for a more distant CEO, who benevolently approved my headcount requests and occasionally sent me a note confirming my inherent genius, but otherwise left me to do my work. They would, of course, still care about the work I do, so they might expect me to generate some monthly metrics and reports on the team’s execution, which I would dutifully provide. As I spoke with industry peers, I was surprised to realize that the CEO-at-a-distance does exist. There are many CEOs who act that way, but my peers engaging with them weren’t celebrating working with them. In fact, they were quite frustrated.

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Πηγή: lethain.com