Comment by antoineMoPa
8 hours ago
I tried to embody this ideal when I managed a team, but realized shielding too much meant less connection of members with the wider org and too much dependency on me for context and such. Overall, this meant we were a lower value team for the org.
> too much dependency on me for context and such
If you're management, that's literally your job. Synthesize and communicate the important context bits.
Sometimes. When my manager went on sabbatical I had to reach out directly to other teams. We got so much done with that higher bandwidth, unmediated communication. OTOH my boss's boss was constantly breathing down my neck for status updates. There's a balance to everything I suppose.
Your boss forgot his other most important job: Being a communications router, not a communications bottleneck. There are many most important jobs for bosses.
Well there is a balance. For certain things it is natural, that you are the one giving them the information. For other things that are much smaller and much more a out generally being aware how others departments deal with certain tasks it can be enough to pick one "ambassador" that maybe does small projects with them or goes to a short weekly meeting or something.
It really can help an organization if departments are not siloed off. But sending everybody into every meeting is a recipe for not getting anything done.