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by quanticle
2615 days ago
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I was about to post something similar. Let's say, as a conservative estimate, a manager oversees 5 ICs. Let's also assume, generously, that the manager becomes 50% more productive if he or she doesn't reply to e-mails until the end of the day. If the "overflow" from that strategy causes the ICs to become even 5% less productive, the gain in the manager's productivity is more than wiped out, and the team as a whole is worse off. A large part of a manager's job is to shield his or her team from e-mails, Slack messages, and other productivity-sapping interruptions. If a manager is grading him or herself by their individual productivity, they're doing management wrong. If an organization is grading its managers by their individual productivity, rather than whether their teams are meeting their objectives, the organization is doing management wrong. |
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