One of the vital functions of management is to distribute and coordinate work among the group. Delegating well requires understanding what delegation is and isn’t. Here are three common delegation myths that effective managers don’t fall prey to.
Delegation an essential skill for managers. When they delegate poorly, it can lead to accusations of micromanagement. Good delegation requires careful navigation through treacherous waters.
Delegation isn’t a “fire and forget” activity. Effective managers monitor and guide the progress of delegated work—and they do it in a way that doesn’t feel like micromanagement.
As a manager, one of your jobs is to provide a high-quality information conduit between the larger organization and your people and teams. You need to connect people to the organization in a way that creates clarity, not anxiety.
In my experience as a manager and working with managers, I’ve seen four practices as critical in communicating change. Mastering them will make you a more effective manager.
Most teams have plenty of ideas of what’s going wrong and numerous suggestions for addressing them. When they focus too much on what others can do to remove these obstacles and ignore what they can do themselves, things rarely get better.
For a long time, I thought “managing up” meant, manipulation, and deception.
I was wrong. Managing up is about partnership.
As a manager, having mismatched expectations about your role—particularly with your boss and peers—can have unfortunate results.
Addressing complaints is an essential part of a manager’s job. By keeping their finger on the pulse of what’s bothering people, managers can act as an early warning system for higher levels of management. As a manager, you need the ability to listen to and learn from complaints without drowning in them.
Addressing complaints is essential to a manager’s job but can quickly become overwhelming. When people often complain about things outside your control, you need to deal with those problems that you can only influence.