When you need something done you have an idea of what the job looks like.
Then, you hire a person to do that job. In your mind you might hold a clear vision of the task at hand. Perhaps you have some hypotheses about how to proceed.
You just don’t have time to do it.
You go ahead and hire a person.
Both parties want things to succeed, their views are however very different:
- The hiring manager has the business perspective and business’ interests at heart
- The hired person has the expertise (hopefully you hired the right guy for the job) and a strategy to succeed
However given the big difference in background - the hired person and the hiring manager have to sit down and discuss what needs to be done.
They both bring important tools to the table, but they need to find a common ground where they can both meet and share what they know.
If this conversation, fails or isn’t done diligently, mistakes will be made, expectations won’t be matched and attrition rise.
When attrition happens, usually employees grow uncomfortable and unhappy while managers become grumpy, and begin to micromanage.
As the company grows, layers get added, people lose access to direct information: a whole middle-layer of managers gets put in place.
No more speed, no more gut-feeling and instinctive decision taking. No more “just ship it” mindset.
As the team grows, instead new processes and reliance of facts and data take place.
Now you value precise moves on the business checkboard, you hire specialists, you work and strive for perfection over getting it done.
Your instinct fades away, but a complex system of levers replaces it.