Micro Managers Quotes

In a time of chaos, it is the micro-manager who ascends

Ego can’t sleep. It micro-manages. It disempowers. It reduces our capability. It excels in control.

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

Every thought in your mind needs to be filtered. If you are going to survive this war, you need to be a domineering, controlling, micro-managing tyrant when it comes to your thought life. Any and all thoughts outside of God’s Word, you take captive, shut up, and expel. You give those thoughts no time. No mental real estate. No free pass. You throw those thoughts into prison. No, better yet, you send them straight to solitary confinement. And when you’re done, you throw away the keys.

You are your own business, so micro manage it as though your life depended on it, because it does.

Life can be a party if you stop pretending to be the host, stop trying to micro-manage everything.

The administration of a great organized molar security has as its correlate a whole micro-management of petty fears, a permanent molecular insecurity, to the point that the motto of domestic policymakers might be: a macropolitics of society by and for the micropolitics of insecurity

Micro-managing creativity kills it. To encourage creative brilliance, foster an atmosphere where it can thrive and then step out of the way and let it happen.

The term "totalitarian" was derived from Adolf Hitler's "Total State", which was a "craddle to grave" solution that sought to micro-manage all aspects of humanity.

Socialists seem to think George Orwell’s 1984 is a suggestion, or at least are unashamed of mimicking the methods of the totalitarian state Orwell depicted. Libertarians know it to be a warning, and a government that micro-manages all aspects of humanity an intolerable reality.

You don’t hire a genius to solve the most intractable imaginable problem, and then hedge him around with a lot of rules, nor try to micro-manage him ... You turn him loose. If all you need is somebody to follow orders, you can hire an idiot. In fact, an idiot would be better suited.

Information, consequences, choice. Without lectures or micro-management or rescue.

Providing too much detail can be an invitation for micro-management.

Micro-Content + Community Management = Effective Social Media Marketing Some

Micro-Content + Community Management = Effective Social Media Marketing

when things were good, Dominique felt the headiness of a love that really might last for ever when they weren’t, she wondered what she was doing with someone who wanted to micro-manage her entire life, including her mind

My leadership style: I lead multi-directionally. Leading from the front is obvious. However, I lead from the side. Not to micro-manage but to micro-encourage. Also, leading from the back, knowing they have me to fall back on

bring the two aliens up here under surveillance.” With a microsecond pause, and a finely calculated micro-modulation of pitch and timbre—nothing you could actually take offense at—Marvin managed to convey his utter contempt and horror of all things human. “Just that?” he said.

In opposition, Abbott once gathered his staff to ask for suggestions on how the team could improve. One brave staffer mentioned Credlin’s tendency to micro-manage. Abbott wasn’t impressed and told the staffer to apologise and buy Credlin flowers. Chivalry wasn’t dead for Abbott.

Every day is a micro-representation of our entire lives, it starts with us having a lot of energy and world of possibilities ahead, but if we are not careful, we can end it feeling exhausted, frustrated and leaving many things undone as time is over... Thus, let's prioritize on what really matters in life every day!

Whereas children might engage in more direct forms of bullying such as name calling and physical violence, adult bullies are more likely to use indirect methods that are harder to identify and, most importantly, to show evidence for. Commonly, workplace bullies use micro-management in such a way that to an observer it simply looks

To me, it doesn’t make sense. The poorest of the poor work twelve hours a day. They need to sell and earn income to eat. They have every reason to pay you back, just to take another loan and live another day! That is the best security you can have—their life.” The manager shook his head. “You are an idealist, Professor. You live with books and theories.” “But

THE 5 DISCIPLINES OF THE MULTIPLIERS Diminisher The Empire Builder: Hoards resources and underutilizes talent The Tyrant: Creates a tense environment that suppresses people’s thinking and capability The Know-It-All: Gives directives that showcase how much they know The Decision Maker: Makes centralized, abrupt decisions that confuse the organization The Micro Manager: Drives results through their personal involvement Multiplier The Talent Magnet: Attracts talented people and uses them at their highest point of contribution The Liberator: Creates an intense environment that requires people’s best thinking and work The Challenger: Defines an opportunity that causes people to stretch The Debate Maker: Drives sound decisions through rigorous debate

As you grow spiritually, you will realize that your attempts to protect yourself from your problems actually create more problems. If you attempt to arrange people, places, and things so they don’t disturb you, it will begin to feel like life is against you. You’ll feel that life is a struggle and that every day is heavy because you have to control and fight with every-thing.

In Bangladesh, if a woman, even a rich woman, wants to borrow money from a bank, the manager will ask her, ‘Did you discuss this with your husband?’ And if she answers, ‘Yes,’ the manager will say, ‘Is he supportive of your proposal?’ If the answer is still, ‘Yes,’ he will say, ‘Would you please bring your husband along so that we can discuss it with him?’ But no manager would ever ask a prospective male borrower whether he has discussed the idea of a loan

How many drinks have you had today, Livia?” She shakes her head. “Nuh-uh. This is not about me being a tiny, miniscule amount of tipsy.” Her normally precise voice stumbles over the word miniscule. “This is about you lying about your super sperm!” Well. Everyone is certainly staring at us now. I take Liv’s elbow and guide her into a corner of the room, deciding that sober Liv probably wouldn’t want to rant about sperm in front of a room of strangers. Once we get into the corner, Liv yanks her elbow out of my grasp with the unflappable dignity of the drunk. “You said you had super sperm,” she continues in a whispered hiss. “And you don’t. You have the opposite of super sperm! You have unsuper sperm, you have microsperm, you have…” Her eyes glance around as she tries to think of something especially cutting. They land on my arm, where my tattoo peeks out from under my sleeve. “You have Hydra sperm. Captain America would hate your sperm.” Whoa. “Now, let’s not say things we’re going to regret in the heat of the moment.” She growls again. “And baby, you barely know my body at all if you think my sperm is unsuper, micro, Hydra sperm.” “I do know your body, and I know about your giant, awesome cock—” “Okay, well maybe you know my body a little bit—” “—and you were supposed to get me pregnant and you didn’t.” Her eyes get glossy and her chin has the faintest tremble in it. And for some reason, seeing her chin quiver is like being punched in the chest. I can’t stand it. I’m already pulling her into my arms when she manages in a teary whisper, “I got my period this morning. I’m not pregnant.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

Imagine the cocktail party raconteur who captivates his listeners with some adventure story while taking dramatic sips from a gin martini. Chances are he is not a writer. This seems counter-intuitive. After all, writers create characters that are so darn interesting. A good writer can hold you spellbound through a two-hundred page story. Why aren’t all writers scintillating, life-of-the-party types in person? Some are. But many are not. Part of the answer is that writers are not required to think on their feet. Spur-of-the-moment wittiness is a necessary quality for improv actors, talk-show hosts, and politicians. But writers don’t think or work in real time. They create at their own pace, spending hours or days on clever dialogue, or crafting a scene in which they get to micro-manage every detail. Real life doesn’t work like that. And that’s okay. There is really only one place where a writer needs to be absolutely charming and irresistible; not at cocktail parties, not on television, not in front of a live audience -- but on paper.

The second-effort pulse of organization alignment work—to move down the road in the new direction—involves organizing choices that are more detailed, more process-oriented, and that involve managers and contributors who actually perform the work that needs to change. The scope narrows to individual functions, processes, departments, and teams. It is often led by third- and fourth-level leaders in their new seats but can be carried out at any level. Because the focus is tighter, we call this micro alignment. Because it is in this pulse that the day-to-day work routines, jobs, decision-making realities, information tools, reward systems, and other policies really take on new forms, another term that describes this level of alignment is operational alignment. Micro design is absolutely the real work of mid-level leaders because it is essentially innovative and operational in nature.

Atoms, elements and molecules are three important knowledge in Physics, chemistry and Biology. mathematics comes where counting starts, when counting and measurement started, integers were required. Stephen hawking says integers were created by god and everything else is work of man. Man sees pattern in everything and they are searched and applied to other sciences for engineering, management and application problems. Physics, it is required understand the physical nature or meaning of why it happens, chemistry is for chemical nature, Biology is for that why it happened. Biology touch medicine, plants and animals. In medicine how these atoms, elements and molecules interplay with each other by bondage is being explained. Human emotions and responses are because of biochemistry, hormones i e anatomy and physiology. This physiology deals with each and every organs and their functions. When this atom in elements are disturbed whatever they made i e macromolecules DNA, RNA and Protein and other micro and macro nutrients and which affects the physiology of different organs on different scales and then diseases are born because of this imbalance/ disturb in homeostasis. There many technical words are there which are hard to explain in single para. But let me get into short, these atoms in elements and molecules made interplay because of ecological stimulus i e so called god. and when opposite sex meets it triggers various responses on body of each. It is also harmone and they are acting because of atoms inside elements and continuous generation or degenerations of cell cycle. There is a god cell called totipotent stem cell, less gods are pluripotent, multi potent and noni potent stem cells. So finally each and every organ system including brain cells are affected because of interplay of atoms inside elements and their bondages in making complex molecules, which are ruled by ecological stimulus i e god. So everything is basically biology and medicine even for animals, plants and microbes and other life forms. process differs in each living organisms. The biggest mystery is Brain and DNA. Brain has lots of unexplained phenomenon and even dreams are not completely understood by science that is where spiritualism/ soul touches. DNA is long molecule which has many applications as genetic engineering. genomics, personal medicine, DNA as tool for data storage, DNA in panspermia theory and many more. So everything happens to women and men and other sexes are because of Biology, Medicine and ecology. In ecology every organisms are inter connected and inter dependent. Now physics - it touch all technical aspects but it needs mathematics and statistics to lay foundation for why and how it happened and later chemistry, biology also included inside physics. Mathematics gave raise to computers and which is for fast calculation on any applications in any sciences. As physiological imbalances lead to diseases and disorders, genetic mutations, again old concept evolution was retaken to understand how new biology evolves. For evolution and disease mechanisms, epidemiology and statistics was required and statistics was as a data tool considered in all sciences now a days. Ultimate science is to break the atoms to see what is inside- CERN, but it creates lots of mysterious unanswerable questions. laws in physics were discovered and invented with mathematics to understand the universe from atoms. Theory of everything is a long search and have no answers. While searching inside atoms, so many hypothesis like worm holes and time travel born but not yet invented as far as my knowledge. atom is universe, and humans are universe they have everything that universe has. ecology is god that affects humans and climate. In business these computerized AI applications are trying to figure out human emotions by their mechanism of writing, reading, texting, posting on social media and bla bla. Arts is trying to figure out human emotions in art way.

Establishing quality control in unstructured organizations is often mistaken for micro-management.

Accepting God's consent for the world to exist as it does negates Pentecostal triumphalism, providential micro-management, and its secular counterpart in progressivist optimism. But, [...] I can consent to and welcome the seeds of God's grace into the world through my life via surrender. And because I have an idea of what those seeds might be (supernatural love), I might also have clues about the fruit they might produce. The trick is that consent requires openness and surrender, quite the opposite to my habitual striving and intercessory manipulation.

real humans do not like being micro-managed and the majority of workers are motivated more by intrinsic factors than extrinsic rewards.

Now, I’m sure that at various times you will take exception to what you read in this book. “This may be fine at Intel,” you will say, “but it would never fly at PDQ, where I work. Nothing does until the Old Man himself decrees it. Short of a palace revolution, I can’t use anything you recommend.” Let me assure you that you will be able to use most of what I say. As a middle manager, of any sort, you are in effect a chief executive of an organization yourself. Don’t wait for the principles and practices you find appealing to be imposed from the top. As a micro CEO, you can improve your own and your group’s performance and productivity, whether or not the rest of the company follows suit.

It pays to give autonomy, so don’t micro-manage.

Micro-management is a real problem, and you need to be carefully to listen carefully, and grant autonomy so that your employees feel that they’re in control of their own destinies.

Remember that your job is to help employees help themselves. Micro-management

You might be micro-managing other's workflow to the point where your department heads feel they are unnecessary. 

This may be difficult for a hands-on boss to do, so we recommend weaning yourself from the process gradually, and letting go of small tasks at first, then some of the larger responsibilities you've been carrying to one of your competent managers. Resist the urge to micro-manage, and you'll be more than pleased with the resulting freedom you are giving yourself.  That is what's known as working smart!

Rather than micro-managing to resolve every problem, create the right atmosphere, process, and system that facilitate effective problem solving.

Almost unnoticed, in the niches and hollows of the market system, whole swathes of economic life are beginning to move to a different rhythm. Parallel currencies, time banks, cooperatives and self-managed spaces have proliferated, barely noticed by the economics profession, and often as a direct result of the shattering of old structures after the 2008 crisis. New forms of ownership, new forms of lending, new legal contracts: a whole business subculture has emerged over the past ten years, which the media has dubbed the ‘sharing economy’. Buzzterms such as the ‘commons’ and ‘peer-production’ are thrown around, but few have bothered to ask what this means for capitalism itself. I believe it offers an escape route – but only if these micro-level projects are nurtured, promoted and protected by a massive change in what governments do. This must in turn be driven by a change in our thinking about technology, ownership and work itself. When we create the elements of the new system we should be able to say to ourselves and others: this is no longer my survival mechanism, my bolt-hole from the neoliberal world, this is a new way of living in the process of formation. In the old socialist project, the state takes over the market, runs it in favour of the poor instead of the rich, then moves key areas of production out of the market and into a planned economy. The one time it was tried, in Russia after 1917, it didn’t work. Whether it could have worked is a good question, but a dead one. Today the terrain of capitalism has changed: it is global, fragmentary, geared to small-scale choices, temporary work and multiple skill-sets. Consumption has become a form of self-expression – and millions of people have a stake in the finance system that they did not have before. With the new terrain, the old path is lost. But a different path has opened up. Collaborative production, using network technology to produce goods and services that work only when they are free, or shared, defines the route beyond the market system. It will need the state to create the framework, and the postcapitalist sector might coexist with the market sector for decades. But it is happening." (from "PostCapitalism: A Guide to Our Future" by Paul Mason)

MICROS POS Systems offers innovative and customer-proven Point-Of-Sales solutions to suit all restaurant types like Fine-Dining, Takeaway, Casual-Dining, Lounges, and Bakery. It is preferred by leading brands in the hospitality business and accredited by successful proprietors and managers of restaurants and bars.

You can’t always control your external environment, but you can manage your micro environment by intentionally choosing what you allow to influence you – by sight, sound, and presence.

If you’re serious about building a Courageous Culture, you can’t tolerate even an ounce of harassment or bullying—from anyone, but especially from anyone in a management or leadership role

Embrace 'Micro-wellness' at work. In the chaos of a busy workday, let five minutes of mindfulness be your oasis. Small moments of clarity can ignite a spark of creativity and focus.

Numerous studies have shown that children growing up in the UK and US today are missing out on the full-throttled fun of being a kid because they’re so micro-managed and swaddled in cotton wool; protected from dirt and dust and grazed knees, and stuck inside on iPads instead. But for kids living Danishly, there’s more of a Famous Five-meets-Swallows and Amazons approach to childrearing. And the kids I’ve seen so far appear to be thriving on it.

Micro-segmentation is an essential element of zero trust that assist in limiting exposure by confining lateral movement of hackers in case they manage to gain access to the network.

The difference is simply this: A micro-manager doesn’t trust his people, and seeks to control every single detail and decision; he believes that ultimately only he will make the right choices. A personal-touch leader, on the other hand, trusts his people to make basically good choices; he respects their abilities.

Often, when we dig underneath the surface of organizations where leaders are frustrated at the lack of innovation or problem solving, we find that employees are totally overwhelmed with multiple priorities. Everything feels urgent and important. When their manager asks them for ideas, they don’t know where to start, so they don’t contribute. Clarity of values, processes, and goals gives people the foundation to readily innovate and solve problems.

Take the focus you identified in step one and create a focus question. Here are a few examples: Imagine it’s two years from now and we have microinnovation happening at every level of the organization. What behaviors are we seeing at the executive, manager, and frontline level? What would it really mean for us to have an organization in which every employee was empowered and encouraged to be a true Customer Advocate? What behaviors would we see at the executive, manager, and frontline level? How do we get better at solving the most important problems impacting our business? What behaviors do we need to develop, encourage, and reward at the executive, manager, and frontline level? Notice that every one of these questions is focused on identifying behaviors. That’s vital to make this vision something you can clearly describe, train to, reinforce, observe, and measure.

When it comes to building a Courageous Culture, one of the fundamental differences is a person’s preference for process or creation. People who prefer to manage process have a strong preference for Clarity. Those who prefer to create have a strong preference for Curiosity. Part of building and maintaining a Courageous Culture is to bring these folks together and leverage their natural strengths while helping them navigate the dance between Clarity and Curiosity.

When they don’t know how to solve a problem, the management cliché of “Don’t bring me a problem without a solution” means your team won’t bring you problems.

Micro-sized habit changes make problems more manageable and goals more attainable. You can do this anytime, anywhere for the low, low cost of totally free. There are no barriers to entry.

We frequently encounter managers who’ve made a career of executing well in a culture with well-defined processes but who don’t know what to do with the “idea people” on their teams—so they shut them down. After all, innovation can be a distraction. And they may be proud of their no-failure track record—why take a risk now? If you have a cadre of well-meaning managers who are scared to pull the trigger on a new idea, you’ll need to help them work through their fear and teach them how to manage calculated risk taking.

Post-management is here. Instead of continuing to grow larger and larger centrally, the conglomerates of our world will eventually break down into micro-enterprises and spread to stay nimble.

One of Amy Edmondson’s most important findings about psychological safety at work is that it happens at the team level. Two teams working at the same company with all the same infrastructure can have radically different levels of FOSU and, consequently, different levels of microinnovations, problem solving, and customer advocacy depending on their manager.

that coercive control involves four tactics: violence, intimidation, isolation, and control. Control and isolation are used to limit women's resources and support and to micro-manage a woman’s behavior. Women in such circumstances feel watched and controlled at all times, even when the perpetrator is not present.

Internal employees have trouble accepting being managed, and generally do not need praise to stay motivated. Working for a "micro-manager" would be torture. Their motivation comes from inside; they are self-starters. They need to make their own decisions and will do that even when they have not been given permission. They become demotivated when they do not get to decide anything. When you give them an instruction, they will consider that as a piece of information and then decide whether to follow it.

When I joined Farrell Lines I didn’t know that I would become part of a legend. The company had a reputation of looking after its own and it was understood that the employees would also be willing to go the extra mile when called upon to do so. As for the rest, the company didn’t try to micro manage. As the captain of one of their ships I was, kind of, the lord and master. Of course this left the door open for a lot of shenanigans, some of which I will describe throughout the book. All in all, it was an exciting adventure!

Great leaders are not micro-managers. Leadership is about making big things happen.

THE 5 DISCIPLINES OF THE MULTIPLIERS Diminisher The Empire Builder: Hoards resources and underutilizes talent The Tyrant: Creates a tense environment that suppresses people’s thinking and capability The Know-It-All: Gives directives that showcase how much they know The Decision Maker: Makes centralized, abrupt decisions that confuse the organization The Micro Manager: Drives results through their personal involvement Multiplier The Talent Magnet: Attracts talented people and uses them at their highest point of contribution The Liberator: Creates an intense environment that requires people’s best thinking and work The Challenger: Defines an opportunity that causes people to stretch The Debate Maker: Drives sound decisions through rigorous debate The Investor: Gives other people the ownership for results and invests in their success

Micro-managing bosses have micro-mini-mindset.

Innovation accounting works in three steps: first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress. Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively, in which case it makes sense to continue. If not, the management team eventually must conclude that its current product strategy is flawed and needs a serious change. When a company pivots, it starts the process all over again, reestablishing a new baseline and then tuning the engine from there. The sign of a successful pivot is that these engine-tuning activities are more productive after the pivot than before.

We also had the flip side of the expansion of powers: the warping of rights. In 1938, the infamous Footnote Four in the Carolene Products case bifurcated our rights such that certain rights are more equal than others in a kind of Animal Farm approach to the Constitution. So it’s the New Deal Court that politicized the Constitution, and thus also the confirmation process, by laying the foundation for judicial mischief of every stripe-- but particularly letting laws sail through that should be invalidated. The Warren Court picked up that baton by rewriting laws in areas that are best left to the political branches, micro-managing cultural disputes in a way that made the justices into philosopher kings, elevating and sharpening society’s ideological tensions.

She advises micro-managing every detail of a dog’s life down to training it to eliminate on command. Why do we need to oversee dogs in this fashion? Because, she answers, they have “little, smoothish lemon brains,” not at all like the “convoluted, melon brains” that allow humans to think.

A micro-task is best described as a task which is simple, repetitive or highly algorithmic in nature. Each executed task lasts between a few minutes to a few hours, and this short life-cycle ensures that a task can be contracted, completed and paid for expeditiously, often within the transaction window itself

This obsession with producing outputs is strangling us. It’s why we spend countless hours prioritizing features, grooming backlogs, and micro-managing releases. The hard reality is that product strategy doesn’t happen in the solution space. Our customers don’t care about the majority of our feature releases. A solution-first mindset is good at producing output, but it rarely produces outcomes.

This new normal proves work no longer a place, it's an activity and performance, based on trust, truth, and relationships, and not hierarchies, micro-managing, and bureaucracy. It's a mindset that values and enables performance, and protection, of people, planet AND profits, more than property, greedership, and exploitation.

Your micro sprint will last for exactly five minutes. That’s a nice bite-size chunk of time, and it should let you focus on just one scene. More importantly, it’s manageable for your brain. Writing stamina is built just like muscle.

Richie Norton December 31, 2019 MY PREDICTIONS FOR THIS NEW DECADE 20 years ago tonight I was in Brazil waiting to see if the world would end at midnight. #y2k I’m glad the computers figured out how to write the year 2000. Would’ve been hard to imagine 20 years ago all that has happened in my personal life, family life and the world at large. 1. For example, people could still walk onto airplanes — TSA didn’t even exist, Facebook wasn’t even a thought on Zucky’s mind. No Twitter. No youtube. No ig. No li. 2. 20 years ago was a different time. I predict the next 10 years will bring as much change or more than the last 10 years brought. 3. I mean - TikTok taking over the world...a straight up Chinese company dominating American socials? Amazing. We will see more of this. It will happen in pockets where kids want to buck the boomers, the x men and the millennials. Then it will spread. 4. Universities will try to become relevant again by not focusing on the diploma as much because companies don’t require them anymore (unless doctor or lawyer type). You’ll see people focusing back on skills, results and a mega double down on personal brand. 5. Digital entrepreneurs will start making more money with physical products because people want “real.” YouTubers in large will leave because monetizing will become complicated with more adpocalypse. 6. Basics will come into play with direct selling, conglomerates will break themselves down intentionally into micro-enterprises to stay nimble. 7. Managers will be forced to become entrepreneurs and directly responsible for above the line branding and below the line profits... or they will be fired. 8. Solopreneurs will rise because freelancers will become commodities to utilize. 9. AI will take over every job that could be done by a robot. Making work more human. 10. Humans will stop acting like robots (cashiers) vs self-checkout and work will be strategic and anything arhat doesn’t require repetition. Ironically, humans will become less robotic (industrial revolution turned us into robots) and we will become more artful, thoughtful and creative...because we have to...bots will do all else. 11. To stay ahead, you must constantly learn and apply. It’s the dream. My new community and podcast will help you thrive! Comment if you would like access. Love you! Happy new year!

If you have ever grumbled at your mother telling you to put on a coat or felt your blood pressure rise when your boss micro-manages you, you have experienced what psychologists call “reactance,” the hair-trigger response to threats to your autonomy. However, when a request is coupled with an affirmation of the right to choose, reactance is kept at bay.

in a categorically based epistemic mode, managers build increasingly abstract concepts about the world, in which they essentially come to know ‘less and less about more and more’. The categorically based mode is useful for achieving coordination and control under conditions of increasing social complexity, but risks becoming over-specified and focusing overly heavily on decision making; • in a perceptional epistemic mode, the way of knowing is increasingly concrete and tangible – very much like the kinds of experiences public managers are exposed to via the design processes analysed in this book. Here, managers come to know, according to Weick, ‘more and more about less and less’, in that they focus on the micro level and on discrete interactions. However,

The way Smith sees it, this kind of approach denotes a certain category of writer: the Micro Manager. Authors fall into one of two primary camps, she explained in her 2009 book of essays, Changing My Mind.691 Macro Planners work out the structure of their novels and then write within that structure. Micro Managers, on the other hand, don’t rely on an overarching configuration (don’t even conceive of one), but rather home in on each sentence, one by one, and each sentence, as they come to it, becomes the only thing that exists. If there is a spectrum starting with Macro Planners on one end and Micro Managers on the other, Smith would be somewhere to the right of the page. Smith’s writing is entirely incremental and cumulative. The grand plan is that there is no grand plan; working things out ahead of time ruins everything, “feels disastrous.”She prefers the writing of a novel as a process of discovery. “The thinking goes on on the page,” not beforehand.

Hitler’s military organization was confusing, and he often fiddled with it to keep it that way and guarantee his own power to micro-manage anything he wished.