It seems like you’re telling us to do the thing that’s reliably not helped your career. There’s got to be some happy medium between getting things done, and letting people know what you’re getting done.
This reads like a bit of a rant against bad management. But that’s also universal in your stories, so you have to wonder if there’s a principle in place that makes managers misunderstand how productive people really are. I think there is. It’s really hard as a manager to tell who’s reliably solving hard problems, because you often don’t have time to understand all of the problems and see which are surprisingly hard and which are surprisingly easy.
I don’t actually hear an argument here against strategizing. A good strategy includes when to stop strategizing and start going brr. Distance running is a remarkably brr-oriented activity. Service industries are in between, but clearly don’t benefit as much from strategy as novel and complex projects.
It seems like you’re telling us to do the thing that’s reliably not helped your career. There’s got to be some happy medium between getting things done, and letting people know what you’re getting done.
This reads like a bit of a rant against bad management. But that’s also universal in your stories, so you have to wonder if there’s a principle in place that makes managers misunderstand how productive people really are. I think there is. It’s really hard as a manager to tell who’s reliably solving hard problems, because you often don’t have time to understand all of the problems and see which are surprisingly hard and which are surprisingly easy.
I don’t actually hear an argument here against strategizing. A good strategy includes when to stop strategizing and start going brr. Distance running is a remarkably brr-oriented activity. Service industries are in between, but clearly don’t benefit as much from strategy as novel and complex projects.