The Effective Manager
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Read between January 21 - February 18, 2018
88%
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Why shouldn't you delegate one of your big balls to your direct? Because it would get bigger, and it would crush him. Because the balls get bigger as they go down the organizational hierarchy, your directs will be overwhelmed.
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The individual contributor stops doing something (or, more specifically, and to stay with the math, five small things). We call this “delegating to the floor.”
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Delegating has five steps. State your desire for help Tell them why you're asking them Ask for specific acceptance Describe the task or project in detail Address deadline, quality, and reporting standards
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Look for four areas of your directs' abilities to determine what to delegate to whom: what they're good at, what they like to do, what they need to do, or what they want to do.
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One reason we do this is that a direct who has already agreed (81 percent of them) is much more likely to listen to the details with an attitude of ownership and trying to solve the problem. If we wait to ask until they've heard all the details, they will often listen to all the details in a defensive way, worrying about workload and priorities.
91%
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The direct knows they can say no, and they choose to say yes. That ability to choose frees up that last full measure of work devotion that we want from them.
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If you want to be a great manager, do these things with love. What I mean is professional love: the willingness to risk yourself for the benefit of another. It means doing something that may be a little more difficult for you, as a way of showing respect for your colleagues and your organization.
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