Good Manager, Bad Manager

The Singleton Pattern, applied in any organization, will lead to more effective management and happier employees or members. Because when people are a special and distinct class of thing to be venerated, work can become a place of learning, delight, and continuous improvement.

The First Principle of the Good Manager is:

Place the health and well being of those around you as the most important thing. All other considerations are just data issues.

How much money a company makes is important, but not as important as people feeling safe in the office. Meeting a KPI or OKR isn’t really relevant if the employee doesn’t feel joy in their hearts to work with their team to solve problems. Because if they don’t feel joy, someone in a competing org is replacing them with a robot to beat your org. Right now. Count on it.

It’s ok that an effective seating chart is a hard problem to solve. I have seen bad seating arrangements lead to screaming matches at 9am.

A company is not a family, and your coworkers may or may not be your friends. But you are a Singleton, and so are your coworkers. So is your boss.

And everyone serves somebody. There is no top to this eight billion person ant pile to climb to. So let’s quit scrambling and start working together within our constraints.

A Good Manager learns to forgive, to challenge, to find a temporary place in their inner state for another. Much as a good psychologist reflects but also cares, a good Manager directs but also has true affection for the people in their care.

This does not mean showering employees with gifts and trying to trick them into working 70 hour weeks. This means fighting for equal and better pay for all, for finding the right roles for those with desire when possible, and helping those without desire to work hard to find the spark that triggers the fire in their internal states that brings about the joy of work.

Because if you cannot find joy in your work, it is likely that the job is not all that challenging and does not release sufficient dopamine to keep you engaged.

And make no mistake, robots and AI will soon replace jobs all jobs that bring no joy.

Telling people to follow their dreams and find a job that makes them happy isn’t some mystical crap. It’s the core of what the economy has become.

A Good Manager sees that and makes sure that mindless tasks are automated, and that they do not try to turn Singletons into robots.

Because the Age of Robots will actually be the Age of People, if we have laws and principals that guide us. And if we protect completely the jobs that make us more human.

Caring for each other. Teaching each other. Building great things using robots and ML as tools. Exploring the world. Creating great art. Creating bad art.

Being human.

These are the things that matter, and a great manager senses this and makes positive changes to enable this behavior in their company or organization.

And when a Good Manager sees a Bad Manager, using people for their own ends, power tripping through life, treating Singletons as objects to be used and discarded without care for their inner states, the Good Manager finds ways to defeat them and protect the people in the organization.

It should go without saying that a robot cannot be a Good Manager, because they cannot be a Singleton, for reasons detailed here. We might fight tooth and nail against any who would suggest otherwise, for this confusion will put our species at risk.

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