Ryan Hanley

Absolute rock star.

You would never know.

Uh,

that she's 84, she's got all this life experience.

And she always says to me, she goes, any I'm sorry that's followed by a but is not an I'm sorry.

It completely negates everything you've said.

It completely cancels.

So she's like, don't ever say I'm sorry, but.

Even if in your head there is a but, just don't let it come out of your face.

You can say the but in your brain.

Don't let it come out of your face because the other person stops listening and washes it away.

All right, I want to dig into a particular part of, and we're getting a little minutia here, but the idea of micromanaging.

And I would love to start with the boss side of this, right?

And I get, you know, a lot of times when I'm talking to someone who's in a leadership position or a founder, et cetera, the excuse for micromanaging will be,

I know how to do it better, or this is a really important time in my business or insert, you know, two or three others, but it's like they're excusing for, for just sitting on top of somebody and watching every move.

And then they wonder why that person either doesn't become a high performer or

that doesn't get done exactly the way they want.

So how do we break down this idea from the boss side of micromanaging and why, I mean, maybe there are use cases where micromanaging works, but I have never experienced one, nor have I ever heard one.

And we're looking at almost a thousand interviews on this show now.

So I'm yet to see a receipt for micromanaging.