Michael Bungay Stanier

Most of us as managers and leaders are good people looking to do the best we can by our people. And we’re certain that, for the most part, that means offering up the insights, giving them the answers, and providing the solutions whenever they come a-calling.

No doubt there’s a time and place for good advice. But it’s not nearly as often as you think (nor is your advice as good as you hope). In fact, your default advice-giving behavior often generates two of the vicious cycles of the modern manager: an overdependent team, and a deep sense of overwhelm from having too much to do (your work and their work, too).

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