Over the years, one runs into many managers and execs. Not only are people different in character, but also in management style. I have become a big fan of the “tell what, ask how” school of thought, and less of the micromanagement way of doing things. Remembering the time I had to prep a presentation for the management. My manager deemed it “not okay”, I needed to redo it as they had a great approach to do so. Ultimately, I ended up with what I basically had suggested in the first place. Luckily, my manager got their ego boosted, so that should count for something.

“Tell what, ask how” is a robust management philosophy grounded in clear communication, collaboration, and team empowerment. Leaders provide a clear directive (“tell what”), establishing essential frameworks and expectations. The method’s true effectiveness unfolds as leaders actively seek input and suggestions from the team (“ask how”), tapping into collective intelligence and fostering profound ownership and engagement.

In his book “Measure What Matters,” John Doerr underscores the impact of involving individuals in the process, stating, “When the how is defined by others, the goal won’t engage us to the same degree. (…) In business, I found there is rarely a single right answer. By loosening the reins and backing people to find their right answers, we help everybody win.”

On the flip side, micromanagers present a stark contrast to the ‘tell what, ask how’ approach. Their inclination to control every detail and dictate each step of a project creates a stifling work environment that not only impedes the autonomy of the team but also undermines their creative potential, often leaving them feeling undervalued and disengaged. This underlines the critical importance of fostering a collaborative ‘ask how’ culture for sustained success.