Welcome to Manager Tools. Today's show, top and bottom performer reporting. Here we go. Would you agree that most managers over estimate how much their boss knows about their directs?

Yeah. I have always found that true. We know our directs, or at least we attempt to know our directs and our bosses don't know much about them and it hurts it hurts us and it hurts our directs

particularly when we end up wanting to do one of two things, right?

We've coached somebody for a long months and months and

months and it's time to fire them.

Or we've coached somebody for months and months and months and

months and it's time to promote them and in both cases the fact that our boss doesn't know or directs well enough really gets in the way

Yeah, and what what happens is is that we combine our lack of communication with our boss, either combine or it's because of everyone just assumes that the boss knows what the heck's going on, right?

Look, just from a scope perspective, it can't be that your boss knows your directs

anywhere near as well as you.

If your boss has five to eight directs, right?

She's probably just keeping up with you and your peers, right?

And we have people all the time say,

oh, I couldn't do a half our one-on-ones with ten people.

It'd be too many.

I could do that.

Right. That's just duress, right?

Yeah.

If you and all of your peers have five to seven directs, your boss has between 30 and 50 people.

She's got to keep track up.

It's stupid. She's not doing it and rightfully so I think right? I mean look she would say what do I have you there for? She would she would invoke

Ozan's rule of executive life which is don't make me come down there and do your job for you.

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