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Every boss can’t have deep knowledge of every follower’s expertise. When that happens, a boss’s job is to ask good questions…

When bosses make concerted efforts to understand what it feels like to be a customer, it makes gaps between knowledge and action vivid and helps them identify more effective repairs.

The best bosses battle unnecessary intricacy, serving as simplicity police who relentlessly reduce the emotional and cognitive effort required for turning knowledge into action.

…the best bosses and followers do what they propose.

The best bosses let the workers do their work. They protect their people from red tape, meddlesome executives, nosy visitors, unnecessary meetings, and a host of other insults, intrusions and time wasters.

…too many bosses… disrespect people’s time and dignity – especially self-absorbed bosses bent on self-glorification.

…the best bosses keep hunting for little ways to use everyone’s time and energy more efficiently and respectfully.

If you are a boss, protecting yourself from intrusions may be a lost cause… management work requires dozens – sometimes hundreds – of brief and fragmented tasks each day.

…as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer.

Good bosses try to cooperate with superiors and do what is best for their organizations, but they realize that defiance can be required to protect their people and themselves…