He knew the right goals and thought they were so obvious that he didn't discuss them with the employees.
When he wanted to learn about how people felt, he spent some time with them but he never directly asked them because that struck him as worthless if only because it was so simple. He also thought no one would tell him the truth.
He gave broad assignments and stressed the achievement of results. If someone didn't achieve those results, he would push the person to increase the needed efforts, but he never really revealed what those efforts should be.
He heard of various problems, but would avoid addressing them until someone brought them to him for resolution. By the time that happened, the problems had often become much worse but he didn't want to micromanage.
He had a clear vision of what makes a poor supervisor and his solution was to do the exact opposite.
He didn't go to management workshops because he didn't have the time.
He knew about other supervisors who supposedly had better records than his own, but he thought their approaches were so much fluff. He concluded that the measurements were flawed.
He believed that anyone who stressed people instead of production was naive. He saw himself as a hard-nosed realist and rather sophisticated in the ways of organizations.
He got only so far and then his career plateaued. He attributed that to office politics.
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