80% of being a good manager is navigating the dumb ass enviroments people above you have created so your team can still function, which is to say, you don't need to do that as a CEO
There should be a lot of proactively checking in with the people you manage and addressing/heading off problems, plus seeing what their priorities are. Training and assessment (which requires a lot of attention to do well) are big, too.
Not underselling the drain of "manager your manager" stuff, but there's a lot of other real tasks, too. I'm in a job where a number of those I mentioned are lacking and their absence creates a ton of issues.
There should be a lot of proactively checking in with the people you manage and addressing/heading off problems, plus seeing what their priorities are.
I'd argue that takes around 10% of a given week unless you start micromanaging deeply
raining and assessment (which requires a lot of attention to do well) are big, too.
Training takes a lot of work but I'd argue if you're a good manager a constant need to train new people points back at shitty work enviroment you have to deal with. You keep nigh the same team for like 3 years and in the grand scheme of things job training is not really eating up your hours
True, true, however I'd argue anything over like 5 - 10 people or so is organisational failure again because it just becomes unmanageable for above reasons
Not that it don't happen, don't get me wrong, but that's just squeezing people
It's really hard to make general statements because of the variance in work environments. A big box store, a large restaurant, a factory, a mine, an agricultural job, etc. may have quite a few more people than 10-15 working per shift, but may only require one manager per shift. Those are the areas where managerial work is light (as you pointed out) so you can scale up without adding much more of it. I can also think of more complex jobs where workers are pretty self-contained (law, accounting, medicine), where if your workforce is experienced enough you may need only light managerial work.
may have quite a few more people than 10-15 working per shift, but may only require one manager per shift. Those are the areas where managerial work is light (as you pointed out) so you can scale up without adding much more of it.
I disagree heavily here, again. It's just all of those people are getting fucking fleeced because nobody wants to pay for a foreman. Join a Union, folks.
80% of being a good manager is navigating the dumb ass enviroments people above you have created so your team can still function, which is to say, you don't need to do that as a CEO
There should be a lot of proactively checking in with the people you manage and addressing/heading off problems, plus seeing what their priorities are. Training and assessment (which requires a lot of attention to do well) are big, too.
Not underselling the drain of "manager your manager" stuff, but there's a lot of other real tasks, too. I'm in a job where a number of those I mentioned are lacking and their absence creates a ton of issues.
I'd argue that takes around 10% of a given week unless you start micromanaging deeply
Training takes a lot of work but I'd argue if you're a good manager a constant need to train new people points back at shitty work enviroment you have to deal with. You keep nigh the same team for like 3 years and in the grand scheme of things job training is not really eating up your hours
A lot of this is very dependent on the type of work and how many people you're managing.
True, true, however I'd argue anything over like 5 - 10 people or so is organisational failure again because it just becomes unmanageable for above reasons
Not that it don't happen, don't get me wrong, but that's just squeezing people
It's really hard to make general statements because of the variance in work environments. A big box store, a large restaurant, a factory, a mine, an agricultural job, etc. may have quite a few more people than 10-15 working per shift, but may only require one manager per shift. Those are the areas where managerial work is light (as you pointed out) so you can scale up without adding much more of it. I can also think of more complex jobs where workers are pretty self-contained (law, accounting, medicine), where if your workforce is experienced enough you may need only light managerial work.
I disagree heavily here, again. It's just all of those people are getting fucking fleeced because nobody wants to pay for a foreman. Join a Union, folks.