Delegate

Delegate until it hurts, then delegate some more.

• Always clear your expectations first.
• Expressing what you do not want to happen, or what you do not want to have, or where you don’t want to end up with is not setting up expectations
• Without follow up and follow through, delegation becomes bossing around.
• Skip level. On a relatively large organisations, there will always be scenarios where delegation happens with multiple levels:
  • you in the middle (delegating something your boss expecting)
    • Your manager might opt out to do skip level meetings
    • It is OK and even necessary to expose direct reports who are responsible from the deliverables to your manager
    • It is your job to prepare the meeting with your report before the meeting.
    • It is your job to prepare your manager for any unexpected outcome/surprises before the meeting.
    • Pick your questions carefully to your direct reports, you are on their side. Don’t let the meeting turn into questioning, with you teaming up with your manager
    • Let your direct report get out as much as possible
    • Welcome questions from your manager,
    • Follow up and follow through
  • you at the bottom () *
  • you at the top (something you expect is delegated)