I got it from this post by my man Art Petty, where he talks about being a hyper-rooster manager.
What’s a hyper-rooster? Glad you asked:
These over-caffeinated and self-anointed drivers of productivity falsely believe that constant pushing and oversight followed by more pushing are all essential. They subscribe to an old model of motivation — one that depended upon unwavering immersion in the act of “supervising” the work of others. The underlying belief is that people who are watched and/or, who are constantly goaded into action actually outperform those left to their own designs.
This is kind of the essential problem of most workplaces — bad managers and how they get that way — and it all comes from the base idea that management isn’t actually intuitive; namely, the things that got you elevated are things you should care much less about now that you’re a manager.
Hyper-rooster managers focused on tasks, deliverables, targets, projects, and the sanctity of hierarchy create a number of problems for organizations, namely: