> [!thought] an instance of [[Fallacy of Justification]] A difficult question to answer in management; as a manager, how do you know that you're micromanaging? or you're simply neglecting? I do think that many cases of "empowerment" are simple neglects, only to backfire when things go wrong. # Cost of Mistake ![[High Output Management#^106e09]] # "Trust isn't a management technique" [Inspection and the limits of trust](https://lethain.com/inspection/) > [!quote] On *inspected trust* > When someone brings a problem or a concern to you, trust them that there is a problem, but give yourself space to independently verify their interpretation of the problem: > - If a member of your team mentions that another team is causing problems, trust that there is a problem. Then find a way to verify the problem independently and explore alternative explanations to consider. How do other teams involved feel? Is there missing context from a third party that might be preventing the other team from engaging? > - If a manager mentions someone on their team is causing problems, trust that there is a problem. Then, once again, find a way to independently verify the problem. Have a skip-level meeting with the individual. Have lunch with that person and their team. Review the latest project reports for the team’s projects. # Trust but verify #todo