I think the problem here is that an army of poorly trained managers has been given permission to manage the largest number of individuals in all of human history. Never have we had so many 20 year olds managing so many people. The consequence is that a lot of this management responsibility is passed on to products. Rather than create the…
I think the problem here is that an army of poorly trained managers has been given permission to manage the largest number of individuals in all of human history. Never have we had so many 20 year olds managing so many people. The consequence is that a lot of this management responsibility is passed on to products. Rather than create the right culture, or best practices, managers rely on, for example, Slack to help all individual contributors figure out their role.
This is not necessarily a bad thing. But this does mean that hiring & onboarding processes have to be slower than with active management. And in these processes we need to give guidance to new candidates on the "right" use of tools in company X. For example, here is what I use for Asana:
Eeeh, maybe. Part of me things that that's still a tooling problem, where, to use a tool well, you have to use it in ways that feel unnatural. But I guess we learn how to use most things. Still, though, it seems weird to me that we need more of an instruction manual for how to use a to-do list right than we do to drive a car.
I think the problem here is that an army of poorly trained managers has been given permission to manage the largest number of individuals in all of human history. Never have we had so many 20 year olds managing so many people. The consequence is that a lot of this management responsibility is passed on to products. Rather than create the right culture, or best practices, managers rely on, for example, Slack to help all individual contributors figure out their role.
This is not necessarily a bad thing. But this does mean that hiring & onboarding processes have to be slower than with active management. And in these processes we need to give guidance to new candidates on the "right" use of tools in company X. For example, here is what I use for Asana:
https://tinyurl.com/asanabestpractices
Eeeh, maybe. Part of me things that that's still a tooling problem, where, to use a tool well, you have to use it in ways that feel unnatural. But I guess we learn how to use most things. Still, though, it seems weird to me that we need more of an instruction manual for how to use a to-do list right than we do to drive a car.