WHY MANAGERS MICROMANAGE

1/ They superstitiously believe that their successes of the past was caused by an attention to details (whereas it’s random correlation)

2/ They are afraid to be clear on what they need so they must micromanage instead.
3/ They have a fragile position and cannot allow any minimal mistake.

That’s problematic, because things will go wrong. Better to create trust and have frequent honest communication so that problems can’t grow too much.
4/ In the past, they delegated without following up with progress updates, they discovered a problem too late and got burned.

Then, they learned the wrong lesson: instead of frequent progress updates, micromanagement.

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More from @DellAnnaLuca

29 Apr
Here’s an idea: lower that fence.

Yes, it’s no applicable in all contexts, but example: long degrees are a problem not just for the tuition but in some cases also for the time spent not working and having to move to another city.
Shortening degrees where possible would help.
Read 4 tweets
23 Apr
I LABORATORI "PERDONO" VIRUS MOLTO PIÙ SOVENTE DI QUANTO PENSIAMO

1/ SARS è fuoriuscito da laboratori molte volte; due dallo stesso laboratorio

2/ L'istituto Pasteur perdette 2349 fiale di SARS. Una volta, ne trasportò su un aereo di linea, in barba ai protocolli

(continua👇)
Trovate le fonti in fondo al thread.
3/ Più di 100 laboratori americani di alta sicurezza sono stati sanzionati per aver violato le norme di sicurezza.

I regolatori hanno permesso loro di continuare a fare esperimenti per anni nonostante ispezioni di sicurezza fallite.
Read 12 tweets
22 Apr
COLD DM GUIDE

1/ Here are some major red flags. Don't do them.

"Can I ask you a question?"

"Can we have a chat <but I won't say why>?"

"I'm building this new product, which is better than current competitors <but I won't say why>"

"I can't write it here"
2/ If your message could have been sent to someone else without any change other than the name, it's spam.
3/ If your message is more about you than about the recipient, it's spam.
Read 6 tweets
19 Apr
I disagree with many of the points below. One by one:

#6: the problem is not herding, but herding in absence of skin in the game.

Herding + skin in the game = we imitate those who prepare for disasters.

Herding w/o skin in the game = we imitate charlatans and fools.

(THREAD)
#4: Inertia. If it were a thing, people who got a driving license would keep driving slowly, as they got used to while practicing.

Instead, inertia is a confabulation. We constantly adapt our optimal risk-taking level based on our experiences and incentives.
Sometimes it means not to change (and a researcher jumps in calling "inertia!") but other times it means to change (and someone jumps in calling "another fancy name for another bias") – but both are confabulations that tell more about the study design than about our brain.
Read 13 tweets
15 Apr
FIVE REASONS ORGANIZATIONS FAIL TO GET CORE VALUES ADOPTED

1/ A lack of clarity on how consistently they should be practiced.

So employees and managers are left wondering, "yes, ethics is important, but should I really keep that star employee accountable?"
2/ A lack of clarity on whether employees are protected from the costs of practicing Core Values.

So they are left wondering, "yes, sustainability is important, but should I push for greener suppliers even if it will cause delays to the project?"
3/ Managers talking too infrequently about Core Values.

So their employees are left wondering, "yes, safety was yesterday's priority, but is it still relevant today? Or did the priorities change?"
Read 8 tweets
9 Apr
MOST INITIATIVES FAIL FROM A LACK CAPILLARITY

Example: 94% of 80+yo in my region booked the vaccine but only 50% of 70-79yo. Why? The former can do it through their doctor; the latter must use a website.

Website scale fast, but arteries must become capillaries to reach everyone
2/ Similarly, many company initiatives fail because the center (top management) uses arteries (company-wide emails) to communicate a change to the the peripheries (employees).

Instead, they should focus on a capillar approach. Only supervisors are close enough to drive change.
3/ The focus of every company initiative should be to *actively* recruit & engage supervisors so that they'll communicate the change & demonstrate the need for change *effectively*.

Some things can only be done with personal touch.
Company initiatives must account for it or fail
Read 4 tweets

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