1.- It does not lose the red thread of what is important, which are a few things.
2.- It is not intended that the collaborator apply his mental scheme. It is neither possible nor desirable. You must avoid at all costs that the collaborator thinks that he as superior is an enlightened one who is always right in everything. It would be a culture of fear of the worst.
3.- He does not try to make his agenda as Director condition that of his collaborator. They are different tasks and responsibilities.
4.- It is not a funnel through which everything has to pass. You should not want to see everything, because it causes a great general slowdown, a great overexertion of others and a global drop in productivity.
5.- It does not allow the collaborator to sit idly by pending his decision.
6.- It does not tell the collaborator what to do. He does not blame her, does not insinuate himself, or give him advice (which he almost never needs).
7.- The most serious: It does not exercise operational control over the collaborator to ask them for accounts on terms, prices, costs, failures, deviations, activity level, information,… (of course it does control the results)
8.- It does not pretend that everything is always perfectly fine.
9.- It does not ignore that someone is stuck, insecure, indignant, irritated, demotivated, annoyed, misplaced, or that they are not working with a high level of productivity. Then it does intervene as far as necessary. Only people are directed. You may not be particularly interested in the Operational, Commercial, or Financial Plan. But each and every person has to be working to a high level of excellence.
