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In my experience many execs know what they're talking about. Where I feel you may see real variance is ethical and capability standards: willingness to stick t
by vintagedave 15d ago
In my experience many execs know what they're talking about.
Where I feel you may see real variance is ethical and capability standards: willingness to stick to a line, and competence in analysis and execution based on what is known. Sometimes, hidden agendas can be misread as lack of competence, ie ethical lapses cause actions that are misread as capability lapses.
Knowledge alone is less often a factor.
Of course this varies widely across companies. I've been fortunate to work with some excellent folk at executive and C-level.
Here, an exec clearly (a) understands or can make a clear, direct assessment and (b) was willing to do so in writing. Kudos on both grounds.
- ekunazanu 15d agoI think a different variant/opposite of Hanlon's razor applies when it comes to corporate or political decisions: Don't attribute to stupidity when it can be adequately explained by malice or greed. This sounds rather obvious, but I feel people forget it far too often.
- TeMPOraL 14d agoI call this the Hanlon's Handgun: "Never attribute to stupidity that which can be adequately explained by systemic incentives promoting malice." Previously: https://hn.algolia.com/?dateRange=all&page=0&prefix=false&query=hanlon%27s%20handgun&sort=byDate&type=comment https://hn.algolia.com/?dateRange=all&page=0&prefix=false&qu...
- soraminazuki 15d agoYou can see the same dynamic playing out in this very thread too.