• Otto Blac

Your Managers are Useless

Managers are a waste of resources. They usually aren't as busy as they claim to be and often exist as a flimsy mannequin placeholder for leadership.


A good manager is an adaptable middle person. Bad managers make excuses; Good managers make plans. Good managers are respected and backed by their team. They work with people and don't have to get people to work for them. Do you dig?


Many teams fail because their manager is just a middle person with keys and a schedule, not a planner, not someone who's coordinating based on strengths. If you're a manager who doesn't suck, and you don't creep out the women in your workplace, good for you because most managers are as good as Band-Aids when you need a physician.

They say they'll get to it later, and when they do, there's another step or a foreseeable roadblock, or failure to listen to what's going on around them. Bad managers never write things down, don't know or seek to understand people's needs, and consider themselves done once off the clock. No more babysitters; seek out people who care and want to grow. Don't hire a manager; hire someone who won't be afraid to facilitate and implement viable ideas. Everyone should be cultivating ideas together, trying things out, and seeing what works. 

Managers Fail Businesses When They Believe What's Working is Good Enough


Bundles of ideas surface and disappear because overwhelmed managers backburn time to invest in employee's ideas (and their own). I've seen eyes glaze over at the thought of the work involved in implementing new ideas, and some will on-the-spot divulge reasons for why it won't work instead of thinking of how it could. So many managers fail their employees by not having a procedure for implementing new ideas. Instead of being a lazy asshole who thinks like a quitter, consider drawing accountability for all those ideas. You can quickly mind-map ideas and use them to draw connections. Who wants to do what, when, and how? If you don't like whiteboards or notebooks, there are even apps for this., But most apps are a waste of time except for the people who made them.


Encourage Ideas to be Approached from a Global Perspective


Does someone have an idea?

Ask them to follow up with: Who came up with it? Why? Benefits? Downsides? Rough cost projection? Time?

Like what you hear, then site the basics and ask them to follow up with more information.

The idea originator should have strong feelings about their idea if it's worthwhile. As a manager or coordinator, you see what's behind the stage and what happens on it.

If ideas have potential, it is your due diligence to give it light or cut it for better projects. 

If ideas need work, then you tell them to work on it. Keep that page open if or when they come back so you can talk it out. Many of us are guilty of hyping how things should be because there isn't a trial and error culture.


Higher-ups performatively tell you, "We love to hear your ideas!" But mean, "we love ideas as long as we don't have to do much work to implement them and we don't have to reward you)".

Many employees want to hear, "Yes, that's a good idea, if it works, how can we reward you?" You should be open to experimenting with a new approach. Laying bricks on the road for someone's success is one way to reward, and money will follow (if you're a heterosexual white man).

Good Ideas Get Lost in a Too Many Communication Methods


Pick one. Don't communicate in group chat, WhatsApp, Gmail, Slack, and FB Messenger. Just pick one. Minus 25 years or so, society managed to manifest without the need for massive and frequent communication. Now, team management apps help project managers visualize tasks. You can do this on smaller fronts, in a notebook, or a word document. It can be as simple as making a list of who is doing what then updating progress as you move forward. You can make employees responsible for the advancement of their ideas. It's okay. If you're good at your job, you won't be afraid of helping someone be great at theirs.


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