There are no nails in management, only screws

I often see how managers—regardless of their experience level—become overly attached to specific tools, frameworks, or policies. They rigidly apply these to their team or organization without considering whether they are the best fit for the situation.

This approach is unsurprising, as our brains have evolved to be prone to snap judgments. Back in the day, it was all about survival. Now, it makes us seek shortcuts and easy answers. But here’s the thing: managing people and projects rarely involves quick fixes. It’s more like dealing with a complex, delicate machine that needs just the right screw to hold everything together.

Let me paint a picture: imagine a manager who’s just discovered a new productivity framework. They’re convinced it’s the silver bullet, the answer to all their team’s issues. So, they implement it with religious fervor. At first, things seem to improve. Tasks are getting done, and boxes are being checked. But soon, the team’s energy starts to wane. Sure, they’re adhering to the new system, but their enthusiasm, creativity, and spark are fading. This is the classic nail approach. It seems effective in the short term, but its effectiveness peaks really quickly.

This is where the screw comes in. Unlike the brute force of a nail, a screw is subtle, adjustable, and less damaging. It’s about understanding the unique dynamics of your team and tweaking your approach accordingly. It’s recognizing that not every problem is the same and that sometimes, what works for one team won’t work for another. It’s about being flexible, patient, and thoughtful. 

Back to the main topic: correctness and humans mix in complex ways. The most important lesson I’ve learned as I’ve become a better manager is that there is almost always a correct answer, but applying that answer to your specific situation will always be nuanced and messy.

Rigid adherence to any prioritization model, even one that’s conceptually correct like mine that prioritized the company and team first, will often lead to the right list of priorities but a team that’s got too little energy to make forward progress. It’s not only reasonable to violate correct priorities to energize yourself and your team, modestly violating priorities to energize your team enroute to a broader goal is an open leadership secret. Leadership is getting to the correct place quickly, it’s not necessarily about walking in the straightest line. Gleefully skipping down a haphazard path is often faster than purposeful trudging.

Will Larson, Company, team, self

So, how do you switch from a nail mindset to a screw mindset?

1. First, listen more than you speak. Understand the nuances of the challenges your team faces.
2. Second, be willing to adapt. If something isn’t working, don’t force it. Instead, adjust your approach. Experiment with different strategies and see what resonates.
3. Finally, foster an environment where feedback is not just welcomed but actively sought. Your team’s insights can be the most valuable tool in your management toolkit.

Remember, management, first and foremost, is about understanding the complexities of human dynamics and finding the right tool for the right job. Sometimes that means resisting the temptation to use a nail, no matter how tempting it might be, and instead taking the time to find the perfect screw. This approach may take longer, and it’s not always needed. But for high-stakes situations that require more patience and finesse, it’s the right tool for the job.