>I'm not here to defend Google leadership at all, but this matches my mental model of what an executive should do: Define a vision and goals, then support propo

>I'm not here to defend Google leadership at all, but this matches my mental model of what an executive should do: Define a vision and goals, then support proposals made by people under you. I think the opposite—when executives say not only what but how—is way worse. There is another alternative, "The executive rallies people behind a vision, encourages people to come up with ideas and solutions, sets up incentives such that low level ICs can bypass all middle management nonsense, encourage failures, and skill themselves up to be able to make tough calls." But that's not what executives do. They set some vague vision, force middle management to trickle it down to ICs. Everyone is under pressure to do something with no reward for doing that something. Everyone still has to follow the chain of command and everyone still has to manage mediocre middle management politics.