I had a colleague and mentor teach me the value of spending the majority of my time as a manager focused on how to "make sure things go right" vs "reacting when things go wrong". This was not accomplished by micro-managing but rather through process design, clear and specific expectations, and asking questions like "what do you need to be successful" and then letting me know as soon as you know that you're not on track for success so that we can problem solve together. Thanks for sharing this. It's especially relevant as work is more frequently getting done through networked organizational structures rather than hierarchical.
I had a colleague and mentor teach me the value of spending the majority of my time as a manager focused on how to "make sure things go right" vs "reacting when things go wrong". This was not accomplished by micro-managing but rather through process design, clear and specific expectations, and asking questions like "what do you need to be successful" and then letting me know as soon as you know that you're not on track for success so that we can problem solve together. Thanks for sharing this. It's especially relevant as work is more frequently getting done through networked organizational structures rather than hierarchical.
That's a great synopsis and alternate way of looking it, thanks for sharing.