Effort shock is detail shock is reality shock. Many things that seem like they’d be really cool to have done turn out to require way more effort, patiently wrangling more way detail than you realized was involved, than you’re willing to invest.https://twitter.com/vgr/status/1289586376887824384 …
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Replying to @vgr
To thrive in any kind of making work you have to learn to love the process more than the outcome. The process is where you spend almost all of your time and the outcome is unreliable. And you need to invest in the process in itself to improve.
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Replying to @atduskgreg @vgr
In management a lot of people invest in work process: agile or other planning and tracking methodologies. But I think that misses the point. The best leaders invest in the actual material which is people. You have to actually like people and want them to thrive.
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Replying to @atduskgreg
If you read the whole thread, you'll see where I have problems with both your points
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Replying to @vgr
I read the whole thread. What I was trying to say was I think there’s a difference between invasive emotional “detail work” which centers the manager’s access to the employee’s inner life and cultivating people, which often requires emotional growth from the manager themselves.
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Replying to @atduskgreg @vgr
What do you think of the idea of “servant leadership” in this context?
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Replying to @atduskgreg
I think it was good for the 70s when Greenleaf articulated it, but kinda cringe and ineffective now
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Replying to @vgr @atduskgreg
Your aspirational model of managers growing is good, but my cynical view is that the number of people both capable of it and interested in it is like 0.1% of the number of managerial roles. Which means the solution is actually to figure out ways of organizing without managers.
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Replying to @vgr
Amen. Sign me up for the Minimal Viable Management newsletter right now.
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