This cast describes how and why to delegate almost all of your routine reporting to your directs.
We may be the only place on earth in management development that is willing to come back over and over again to delegation. Because so many management theorists want to talk about the overall management of companies, or the theory of management, or the ideas behind management, very few of us, perhaps only us, seems to want to talk about the behaviors of management. What managers do day-to-day - how they behave, what behaviors they engage in, does matter. It does because so many of us intend to do our best, but don't know how.
Delegation is one of the un-discussed hows of management. Some theorists probably assume it's happening . . . but probably without really knowing exactly what it is or looks or feels like. Some others wouldn't give it a second thought. We know at Manager Tools that it's the fourth member of the Trinity, the one that's about building the organization's capabilities, beyond the individual.
Really effective executives are often seen to be over-delegating. Yet too many managers aren't delegating enough. We think that other than fear of risk or failure, the question would be - what do I delegate, and how do I do it? Here's what, why, and how, in detail, as only Manager Tools can do. ;-)
This Cast Answers These Questions
- Why should I delegate my reporting to my directs?
- How do I prepare my directs to do be delegate to?
- How do I handle the delegation conversation?
Other Parts of This Series
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