see the ship through the eyes of the crew

The key to being a successful skipper is to see the ship through the eyes of the crew. Only then can you find out what's really wrong and, in so doing, help the sailors empower themselves to fix it.

A simple principle, yes, but on the Navy applauds in theory and rejects in practice. Officers are told to delegate authority and empower subordinates, but in reality they are expected never to utter the words "I don't know." So they are on constant alert, riding herd on every detail. In short, the system rewards micromanagement by superiors - at the cost of disempowering those below. This is understandable, given the military's ancient insistence on obedience in the face of chaos, which is essential in battle. Moreover, subordinates may sidestep responsibility by reasoning that their managers are paid to take the rap.

A ship commanded by a micromanager and his or her hierarchy of sub-micromanagers is no breeding ground for individual initiative. And I was aiming for 310 initiative-takers - a crew ready, able, and willing to make Benfold the top-rated ship in the fleet.

D. Michael Abrashoff

It's Your Ship: Management Techniques from the Best Damn Ship in the Navy by D. Michael Abrashoff. Grand Central Publishing. 2007. p.13, 14

the right way is the hard way

You and Larry David wrote Seinfeld together, without a traditional writers’ room, and burnout was one reason you stopped. Was there a more sustainable way to do it? Could McKinsey or someone have helped you find a better model?

Who’s McKinsey?

It’s a consulting firm.

Are they funny?

No.

Then I don’t need them. If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting. That’s my way of life.

Daniel McGinn and Jerry Seinfeld

"Life’s Work: An Interview with Jerry Seinfeld" by Daniel McGinn. Harvard Business Review. January-February 2017.

never tell people how to do things

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

George S. Patton, Jr.

War as I Knew It by General George S. Patton Jr. Houghton Mifflin. 1975. p.357. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World.

command and feedback

In the Corps, I was taught to use the concept of "command and feedback." You don't control your subordinate commanders' every move; you clearly state your intent and unleash their initiative. Then, when the inevitable obstacles or challenges arise, with good feedback loops and relevant data displays, you hear about it and move to deal with the obstacle. Based on feedback, you fix the problem. George Washington, leading a revolutionary army, followed a "listen, learn, and help, then lead," sequence. I found that what worked for George Washington worked for me.  

Jim Mattis

MATTIS, J. (2019). CALL SIGN CHAOS: Learning to lead. S.l.: RANDOM HOUSE. 62

google leadership evaluation

Here are Google's leadership evaluation questions (a scale of 1 (strongly agree) to 5 (strongly disagree)):

1. My manager gives me actionable feedback that helps me improve my performance.

2. My manager does not "micromanage" (get involved in details that should be handled at other levels).

3. My manager shows consideration for me as a person.

4. The actions of my manager show that he/she values the perspective I bring to the team, even if it is different from his/her own.

5. My manager keeps the team focused on our priority results/deliverables.

6. My manager regularly shares relevant information from his/her manager and senior leaders.

7. My manager has had a meaningful discussion with me about career development in the past six months.

8. My manager communicates clear goals for our team.

9. My manager has the technical expertise (e.g., coding in Tech, selling in Global Business, accounting in Finance) required to effectively manage me.

10. I would recommend my manager to other Googlers.

11. I am satisfied with my manager's overall performance as a manager.

Then Google employees are asked to complete two other questions: 

12. What would you recommend your manager keep doing?

13. What would you have your manager change?

The evaluation spends almost no time assessing a manager's knowledge, skill, and experience. All but one question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration.

What you know matters, but communicating, delegating, creating a sense of autonomy and purpose...that matters a lot more.

Granted, you could argue that possessing superb technical skills is less important for Google's team managers; after all, it's easier for Google to recruit and retain incredibly skilled people than it is for many companies. 

But that argument misses the larger point. While most employees need some degree of training early on, the emphasis soon shifts from what they know to how they use their knowledge and skills.

Jeff Haden

"Here's How Google Knows in Less Than 5 Minutes if Someone Is a Great Leader" Inc. November 18, 2020