It seems like you're a manager, but how do these two sentiments go together:
> You must be willing to say "I don't know" 10x more than as an IC
> All other approaches will lead to you failing to deliver results, failing to retain, and a drag on the org.
Your advice is contradictory on its face. How can you embrace "not knowing" and having a curious mind, while at the same time declaring that this set of operational activities are "the only way to do it"?
> You must believe deep down in your core that ordering a human being to do something is a sign you must introspect about your failure as a manager, and commit to fixing the problem.
This also just seems like new-age guilt injected into the work place. Don't be a micro manager always in people's faces for no reason but if you're telling yourself you're a failure because _as a manager_ you told someone to do something, I'm not sure how you last more than 2 days on the job.
> You must be willing to say "I don't know" 10x more than as an IC
> All other approaches will lead to you failing to deliver results, failing to retain, and a drag on the org.
Your advice is contradictory on its face. How can you embrace "not knowing" and having a curious mind, while at the same time declaring that this set of operational activities are "the only way to do it"?
> You must believe deep down in your core that ordering a human being to do something is a sign you must introspect about your failure as a manager, and commit to fixing the problem.
This also just seems like new-age guilt injected into the work place. Don't be a micro manager always in people's faces for no reason but if you're telling yourself you're a failure because _as a manager_ you told someone to do something, I'm not sure how you last more than 2 days on the job.