Marco Arment

That's the role of leadership.

Like, you don't have to need to know... You don't need to know how to do everything.

You need to have people who can do it and you need to trust them and serve as, like, an editor and a guiding voice.

And so as long as the people at the top can do that and as long as the people below them can work with that dynamic, that can produce great outcomes.

It's just a question of, you know... I think we've seen times where that dynamic wasn't working very well.

Like...

One of the things that we've heard a lot about Tim Cook's leadership style is this repeated thing we've heard over and over again, which is, don't bring me problems.

That's apparently a big thing for Tim Cook.

Don't bring me problems.

And he seems, from what we've heard, to lead by kind of like sheer force of will, just kind of like an ice-cold desire.

this is what we are doing.

What are you still doing here?

Kind of like that kind of like very like cold, stern, like strict and unwavering way.

Well, does the combination of that and don't bring me problems.

Does that sound like a kind of environment that creates good collaboration and decision making when things aren't obvious what to do or in areas that he doesn't care that much about?

I don't think that is great for that.

And so one of the things that we have also heard is that by pushing problems down in the stack, you create more dysfunction in other ways.

So by bringing problems up into the leadership roles, by letting the leaders better engage with that kind of stuff, and by maybe having a new CEO coming that might have a different style of dealing with that kind of thing,

Could be better.

It could result in better work coming out.