Ryan Hanley

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.

We used to say in my company, it's not about being right, it's about getting it right.

It's all that matters.

We're of service of each other.

And this is how I coach founders today because exactly what you say, they look at it and it's like, you don't realize CEO is a job.

President is a job.

It's not sales, it's not marketing, it's not HR.

it's a job in and of itself to come behind them and make those positions as good as they can be, because that's what they do.

HR does HR, sales is sales, right?

And that is not taught anywhere, right?