I don't care how the work gets done
The speaker describes their outcomes-focused management philosophy, emphasizing that they don't care how or when work gets done as long as the agreed-upon result is delivered. They reject micromanagement in favor of accountability to outcomes. Leadership, they argue, is exercised through standards rather than physical presence.
Summary
In this brief clip, the speaker articulates a results-oriented management style that prioritizes outcomes over process, schedule, or hours worked. They make clear that they have no interest in dictating when employees show up, how they structure their day, or the specific methods they use to complete their work. What matters exclusively is whether the agreed-upon deliverable is produced to a high standard.
The speaker draws a sharp distinction between paying for time and paying for outcomes, framing the employment relationship as a contract around a specific result rather than a number of hours. Whether an employee takes one hour or ninety to complete a task is irrelevant, so long as the work meets expectations.
They also note that people who work directly with them often find this approach unusual, as most managers are accustomed to directing the 'how' of work. The speaker explicitly avoids this, choosing instead to hold people accountable only to the end result. The clip closes with a concise articulation of their leadership philosophy: that true leadership is exercised through the standards you set, not through your presence or oversight.
Key Insights
- The speaker argues that the employment relationship should be framed around paying for an outcome, not for time — making hours worked entirely irrelevant to the arrangement.
- The speaker claims they don't care whether an employee works one hour or ninety, as long as the agreed-upon deliverable is completed.
- The speaker notes that people who work directly with them find it unusual that they never tell employees how to do their jobs, only what result is expected.
- The speaker asserts that holding people accountable to outcomes — rather than directing their methods — is the core of their management approach.
- The speaker concludes with a direct leadership principle: that you lead people through your standards, not your presence.
Topics
Transcript
[0:00] I don't give a what you do at work, when you show up, or anything, as long as it gets done. You don't pay for time. You pay for an outcome. I want the outcome I hired you to do, and I want it to be done. Great. I don't care if you work one hour or you work 90. This is what we agreed upon. This is what I expect from you. Please go do it. Anybody that works directly with me find it so weird that I don't tell them how to do what they're doing. I just hold them accountable to the outcome. And the way you lead people is through your standards, not your presence.
Full transcript available for MurmurCast members
Sign Up to AccessMore from Dan Martell
Is dropshipping worth starting?
Dropshipping is portrayed as a potentially profitable venture, but most people engaged in it will lose money due to unrealistic expectations. The speaker emphasizes that achieving success is not as simple as it is often made to seem.
Books to Put You in the Top 1%
The transcript outlines key books that enhance productivity, time management, and personal growth. It emphasizes principles from renowned authors on deep work, motivation, and financial management.
Why do kids struggle in school today?
The speaker argues that students struggle in school because they lack understanding of purpose and relevance in their education. He proposes that if schools helped students design their desired future lives on the first day, students would arrive with greater motivation and engagement.
Blind ranking ways to get rich in your 20s
A discussion ranking ways to get rich in your 20s, where getting a mentor is identified as the #1 most important factor. Other methods like quitting your job, cutting toxic friends, and establishing morning routines are ranked lower in importance.
How do you motivate your team?
The speaker argues that effective team motivation comes not from selling your vision, but from understanding and supporting your team members' personal dreams and goals. Success happens when you integrate employees' individual aspirations with the business execution they're responsible for.