Hugh Pickens DOT Com writes “Sydney Finkelstein writes at BBC that Steve Jobs, Mickey Drexler, and Jeff Bezos all have something in common. They are all builders of giant brands, very successful, and each is (or was) ‘an unmitigated, unapologetic, micromanager!’ The modern executive is taught — in business schools and in many jobs — that to manage people effectively is to delegate, and then get out of the way. But it’s not delegate and forget says Finkelstein; it must be delegate and be intimately involved with what happens next. Micromanagers must be selective. You can’t delve into the details of everything, and in fact superstar micromanagers don’t. ‘Steve Jobs was intimately involved with each product the company designed, and was even famously involved in designing the glass stairs at the Apple stores. But financial and operational issues were delegated to second-in-command and current Apple chief executive officer Tim Cook.’ One key is that micromanagers must be experts. What could be worse than a manager immersed in the details who really doesn’t know his stuff? Finally, it takes a strong, trusted team to be a micromanager. Could Steve Jobs have spent weeks with the iPhone design team if there was no one else to mind the store? If not for Tim Cook, perhaps the legend of Steve Jobs would not have turned out quite so well. ‘The good news is that the best micromanagers are often the best talent developers,’ writes Finkelstein. ‘Their attention to detail, their intimate knowledge of the business and their deep involvement in what’s going on actually enables more, not less, delegation.'”… Hugh Pickens DOT Com writes “Sydney Finkelstein writes at BBC that Steve Jobs, Mickey Drexler, and Jeff Bezos all have something in common. They are all builders of giant brands, very successful, and each is (or was) ‘an unmitigated, unapologetic, micromanager!’ The modern executive is taught — in business schools and in many jobs — that to manage people effectively is to delegate, and then get out of the way. But it’s not delegate and forget says Finkelstein; it must be delegate and be intimately involved with what happens next. Micromanagers must be selective. You can’t delve into the details of everything, and in fact superstar micromanagers don’t. ‘Steve Jobs was intimately involved with each product the company designed, and was even famously involved in designing the glass stairs at the Apple stores. But financial and operational issues were delegated to second-in-command and current Apple chief executive officer Tim Cook.’ One key is that micromanagers must be experts. What could be worse than a manager immersed in the details who really doesn’t know his stuff? Finally, it takes a strong, trusted team to be a micromanager. Could Steve Jobs have spent weeks with the iPhone design team if there was no one else to mind the store? If not for Tim Cook, perhaps the legend of Steve Jobs would not have turned out quite so well. ‘The good news is that the best micromanagers are often the best talent developers,’ writes Finkelstein. ‘Their attention to detail, their intimate knowledge of the business and their deep involvement in what’s going on actually enables more, not less, delegation.'”

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