#19a1: How managers suffer less from distracted environments (to the detriment of their teams).

Managers, unlike their team, face little of the deleterious effects of interruption. Their work is by nature fragmented; it relies less on creative output and hence deep work.

Perhaps this is why, despite the measurably negative impact on their team, managers allow — or even foster — environments of interruption and frequent distraction.

(We should know better.)

Related: 19a

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