Management style docs writes on people under a manager, where they know the details better than the manager himself. Reword it so that it would be less confusing to non-native English speakers.
Signed-off-by: Bagas Sanjaya <[email protected]> --- Changes since v1 [1]: - Reword the confusing phrase (Konstantin) [1]: https://lore.kernel.org/linux-doc/[email protected]/ Documentation/process/management-style.rst | 4 ++-- 1 file changed, 2 insertions(+), 2 deletions(-) diff --git a/Documentation/process/management-style.rst b/Documentation/process/management-style.rst index dfbc69bf49d435..bb7a69e34ef180 100644 --- a/Documentation/process/management-style.rst +++ b/Documentation/process/management-style.rst @@ -42,7 +42,7 @@ actually true. The name of the game is to **avoid** having to make a decision. In particular, if somebody tells you "choose (a) or (b), we really need you to decide on this", you're in trouble as a manager. The people you -manage had better know the details better than you, so if they come to +manage most likely know the details better than you, so if they come to you for a technical decision, you're screwed. You're clearly not competent to make that decision for them. @@ -115,7 +115,7 @@ sure as hell shouldn't encourage them by promising them that what they work on will be included. Make them at least think twice before they embark on a big endeavor. -Remember: they'd better know more about the details than you do, and +Remember: they know the details better than you do, and they usually already think they have the answer to everything. The best thing you can do as a manager is not to instill confidence, but rather a healthy dose of critical thinking on what they do. base-commit: ee9a6691935490dc39605882b41b9452844d5e4e -- An old man doll... just what I always wanted! - Clara
