The Heisenberg uncertainty principle for management's opinion

A good lesson I learned about being a manager is that the bigger the organization, the more important it is for me to be silent. If we are discussing a set of options, I have to talk last, and usually, I have to make myself wait until the end of a discussion before I can weigh in on any issues I have with the proposed solutions.Speaking last isn’t something I do to have the final word or as a power play, mind you. I do it so my input won’t “taint” the discussion. The bigger the organization, the more pressure there is to align with management. If I want to get unbiased opinions and proper input, I have to wait for it. That took a while to learn because the gradual growth of the company meant that the tipping point basically snuck up on me. One day, I was working closely with a small team. They would argue freely and push back if they thought I was wrong without hesitation. The next day, the company grew to the point where I would only rarely talk to some people, and when I did, it was the CEO talking, not me. It’s a subtle shift, but once you see it, you can’t unsee it. I keep thinking if I need to literally get a couple of hats and walk around in the office wearing different hats at different times. To deal with this issue, I went out of my way to get a few “no-men” (the opposite of yes-men), who can reliably tell me when what I’m proposing is… let’s call it an idealistic view of reality. These are the folks who’ll look at my grand plan to, say, overhaul our entire CRM in a week and say, “Hey, love the enthusiasm, but have you considered the part where we all spontaneously combust from stress?” There may have been some pointing at grey hair and receding hairlines as well.The key here is that I got these people specifically because I value their opinions, even when I disagree with them. It’s like having a built-in reality check—annoying in the moment, but worth its weight in gold when it keeps you from driving the whole team off a cliff.This ties into one of the trickier parts of managerial duties: knowing when to steer and when to step back. Early on, I thought being a manager was about having all the answers and making sure everyone knew it. But the reality? It’s more like being a gardener—you plant the seeds (the vision), water them (with resources and support), and then let the team grow into it. My job isn’t to micromanage every leaf; it’s to make sure the conditions are right for the whole thing to thrive. That means trusting people to do their jobs, even if they don’t do it exactly how I would.Of course, there’s another side to this gig: the ability to move the goalposts that measure what’s required. Changing the scope of a problem is a really good way to make something that used to be impossible a reality. I’m reminded of this XKCD comic—you know the one, where if you change the problem just enough to turn a “no way” into a “huh, that could work”? That’s a manager’s superpower. You’re not just solving problems; you’re redefining them so the team can win. Maybe the deadline’s brutal, but if you shift the focus from “everything” to “we don’t need this feature for launch,” suddenly everyone’s breathing again.It is a very strange feeling because you move from doing things yourself, to working with a team, to working at a distance of once or twice removed. On the one hand, you can get a lot more done, but on the other hand, it can be really frustrating when it isn’t done the way (and with the speed) that I could do it.This isn’t a motivational post, it is not a fun aspect of my work. I only have so many hours in the day, and being careful about where I put my time is important. At the same time, it means that I have to take into account that what I say matters, and if I say something first, it puts a pretty big hurdle in front of other people if they disagree with me. In other words, I know it can come off as annoying, but not giving my opinion on something is actually a well-thought-out strategy to get the raw information without influencing the output. When I have all the data, I can give my own two cents on the matter safely.

Mar 13, 2025 - 15:43

A good lesson I learned about being a manager is that the bigger the organization, the more important it is for me to be silent. If we are discussing a set of options, I have to talk last, and usually, I have to make myself wait until the end of a discussion before I can weigh in on any issues I have with the proposed solutions.

Speaking last isn’t something I do to have the final word or as a power play, mind you. I do it so my input won’t “taint” the discussion. The bigger the organization, the more pressure there is to align with management. If I want to get unbiased opinions and proper input, I have to wait for it. That took a while to learn because the gradual growth of the company meant that the tipping point basically snuck up on me.

One day, I was working closely with a small team. They would argue freely and push back if they thought I was wrong without hesitation. The next day, the company grew to the point where I would only rarely talk to some people, and when I did, it was the CEO talking, not me.

It’s a subtle shift, but once you see it, you can’t unsee it. I keep thinking if I need to literally get a couple of hats and walk around in the office wearing different hats at different times.

To deal with this issue, I went out of my way to get a few “no-men” (the opposite of yes-men), who can reliably tell me when what I’m proposing is… let’s call it an idealistic view of reality. These are the folks who’ll look at my grand plan to, say, overhaul our entire CRM in a week and say, “Hey, love the enthusiasm, but have you considered the part where we all spontaneously combust from stress?” There may have been some pointing at grey hair and receding hairlines as well.

The key here is that I got these people specifically because I value their opinions, even when I disagree with them. It’s like having a built-in reality check—annoying in the moment, but worth its weight in gold when it keeps you from driving the whole team off a cliff.

This ties into one of the trickier parts of managerial duties: knowing when to steer and when to step back. Early on, I thought being a manager was about having all the answers and making sure everyone knew it. But the reality? It’s more like being a gardener—you plant the seeds (the vision), water them (with resources and support), and then let the team grow into it.

My job isn’t to micromanage every leaf; it’s to make sure the conditions are right for the whole thing to thrive. That means trusting people to do their jobs, even if they don’t do it exactly how I would.

Of course, there’s another side to this gig: the ability to move the goalposts that measure what’s required. Changing the scope of a problem is a really good way to make something that used to be impossible a reality. I’m reminded of this XKCD comic—you know the one, where if you change the problem just enough to turn a “no way” into a “huh, that could work”? That’s a manager’s superpower.

You’re not just solving problems; you’re redefining them so the team can win. Maybe the deadline’s brutal, but if you shift the focus from “everything” to “we don’t need this feature for launch,” suddenly everyone’s breathing again.

It is a very strange feeling because you move from doing things yourself, to working with a team, to working at a distance of once or twice removed. On the one hand, you can get a lot more done, but on the other hand, it can be really frustrating when it isn’t done the way (and with the speed) that I could do it.

This isn’t a motivational post, it is not a fun aspect of my work. I only have so many hours in the day, and being careful about where I put my time is important. At the same time, it means that I have to take into account that what I say matters, and if I say something first, it puts a pretty big hurdle in front of other people if they disagree with me.

In other words, I know it can come off as annoying, but not giving my opinion on something is actually a well-thought-out strategy to get the raw information without influencing the output. When I have all the data, I can give my own two cents on the matter safely.