Welcome to Manager Tools. Today's cast, the High Eye Simple Downfall.

In today's cast, we address the behavioral change for an insidious practice of High Eye

managers, starting well, and finishing poorly. Here we go. Well, this is the one I've been waiting for my friend. Are you telling me that High Eyes actually have

insidious practices? I just can't believe that. Yeah it's terrible isn't it? I mean we all

think of ourselves as pretty darn good, but you know, I admit it. We have feelings too.

I suppose most folks have listened to it, but if you haven't, the last time we covered some of the insidious practices of high seas, difficult people

that they are, and that being that they're perfectionist, right?

Yeah.

When something comes up, right, they immediately, as Marshall Goldsmith likes to say, immediately try to add too much value, right? And, you know, they like to point out things that aren't quite as perfect as they could be and

ways that ideas could be made better. Yeah and there are people who are

listening right now who say well what's wrong with being a perfectionist and why

wouldn't you want to try to make things better, right?

And unfortunately, a lot of the directs of high sea managers

don't hear what the high sea manager probably means,

which is, this is good, let's make it better, because, look, it was a really bad idea.

I wouldn't even comment, but it's a good idea, so let's make it better.

Why wouldn't we want to be closer to perfect?

And what the direct here is your idea is wrong it's

bad I'm smarter than you I'm just gonna show you that it's not really good so

don't get your hopes up for being great I know how to make your wrongness right so to speak.

Right. And by the way if you're thinking to yourself well why wouldn't anyone

want their idea made better? Well you're probably a high seat boss and you should

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