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The best advice I’ve gotten here is you have two traditional choices for how to delegate: you either delegate completely (and maybe you define some principles, but otherwise you have to leave the execution alone), or you stay involved in all the details. The latter model can work — think Mark Zuckerberg’s involvement in product — but you really only get to do it for one area. (There’s also a non-traditional approach, which is to train some people to be really good at simulating you, and have them run the delegated function. This may work but is not necessarily healthy.) But universally, “sparse micromanagement” (the best term I’ve heard for jumping in to some random issue, overturning all the decisions, and then disappearing) is the worst.
#define CTO

Don't be the product, buy the product!