Tobi Lütke

It's crazy to not.

Not micromanaging is an insane idea.

You've got to be in the details.

Like, don't micromanage if you don't know what you're doing.

Like, don't do the things that make your team do worse than what they otherwise could do by themselves.

But always be there to help them do better if you can, right?

But, like, you find so many people who are like, oh, I don't want to be a micromanager, but, like...

you guys are basically barreling down in this car at 200 miles an hour, going over a cliff that you just can't see yet, and I have a map and I know it's there.

No, just actually have them drive around that thing.

That's a good idea.

And so that's one of those kind of things.

I got myself in a lot of trouble with just sort of getting out of the details for a while because I thought I need to become, you know, I'm running a public company now.

I need to be CEO, like, I don't know, from central casting.

I need to trust but verify and, or not even verify, just trust, trust faults everywhere.

And it's like, that's fine.

But like,

It just doesn't lead to, like, eventually people will know what combination of words causes trust, and everyone's allowed to be an intelligent actor in their local incentive system.

So if you can basically do whatever you want, as long as you just use a particular way of explaining it, you will, because that's expedient.

And so eventually things will go poorly.

What I've found with my direct teams is I want people who have some strong specialization in something.