As one goes higher up the hierarchy, one's primary responsibility is to see a bigger and bigger picture, while delegating an ever larger portion of the problems to the right people.
Under pressure and suffering uncertainty, the Can Do attitude of a good engineer encourages falling back into the comfort zone of doing engineering. It is understandable. But whether manager, director, VP, or CEO, the urge must be resisted approximately always.
It is probably forgiveable at the manager level. But this is still what I call a "Good Skill, Bad Habit", even for managers.
Comments
As one goes higher up the hierarchy, one's primary responsibility is to see a bigger and bigger picture, while delegating an ever larger portion of the problems to the right people.
Under pressure and suffering uncertainty, the Can Do attitude of a good engineer encourages falling back into the comfort zone of doing engineering. It is understandable. But whether manager, director, VP, or CEO, the urge must be resisted approximately always.
It is probably forgiveable at the manager level. But this is still what I call a "Good Skill, Bad Habit", even for managers.