To do a list or not to do one?

摘要

Descriptions of management activity often leave out what managers don't do. It's harder to observe and impossible to measure. But what managers don't do is significant in terms of allowing headspace and time for what really needs to get thought about and done. Beyond the very obvious 'we're in this business, so we don't do that', it's hard for human beings to wire out stuff. It's easier for managers to add to organisational 'to do' lists, than to take hard decisions around what to stop doing, or not start doing.