The captain of the ship does whatever he has to do to keep his ship running. Part of management is picking up the slack.
While it may not be wise if Zuckerberg wanted to pretend he was just another production coder, there's no evidence that that's what's happened here. Why shouldn't a CEO be able to express some ideas in code? If that code is production quality there's no reason it couldn't go into production.
A lot of managers get this idea that they shouldn't consort with the little people anymore. That is a horrible idea that leads to horrible abuses and problems; for some hard-to-understand reason involving ego and job security, the reality of things tends to warp a bit as it travels up the chains of management, even if the organization has a relatively flat hierarchy.
The real way to make sure everything is going well is to interview and trust the people who are set out to do the job. imo every CEO should cut through the managers and interview a random selection of "low-level" people, i.e., people who actually build the thing your company is selling, or whatever, very often. They are the ones which are most passionate, best informed, and best equipped to help.
I understand that sometimes organizations get to a size where managers are required to oversee the day-to-day, but it's vital that the highest levels at a company are concerned and informed more with front-line opinions than the warped reports passed up through five levels of managers.
Comments
The captain of the ship does whatever he has to do to keep his ship running. Part of management is picking up the slack.
While it may not be wise if Zuckerberg wanted to pretend he was just another production coder, there's no evidence that that's what's happened here. Why shouldn't a CEO be able to express some ideas in code? If that code is production quality there's no reason it couldn't go into production.
A lot of managers get this idea that they shouldn't consort with the little people anymore. That is a horrible idea that leads to horrible abuses and problems; for some hard-to-understand reason involving ego and job security, the reality of things tends to warp a bit as it travels up the chains of management, even if the organization has a relatively flat hierarchy.
The real way to make sure everything is going well is to interview and trust the people who are set out to do the job. imo every CEO should cut through the managers and interview a random selection of "low-level" people, i.e., people who actually build the thing your company is selling, or whatever, very often. They are the ones which are most passionate, best informed, and best equipped to help.
I understand that sometimes organizations get to a size where managers are required to oversee the day-to-day, but it's vital that the highest levels at a company are concerned and informed more with front-line opinions than the warped reports passed up through five levels of managers.