What is time management?
Somebody recently asked me, “what do you mean by time management”?
My answer is this:
Time management is refusing to waste too much time on low-value, low-enjoyment activities.
There are two parts to it:
1. Identify what you should, or want to be doing
2. Read More
Delegating is not just about assigning work.
Delegating is about making sure that the right work gets done at the right level, and making your team more capable.
As a leader, you always need to think about building a more capable team. Read More
The right team
Are you leading the team you need?
Or leading the team you have?
Last week I wrote a post about recognizing if you have someone on your team who is not strategic enough…
You keep hoping that they will become more strategic…
I can tell you how that play ends… They won’t. Read More
What is a good succession plan?
I find it interesting is that most companies do one of two extremes when it comes to succession planning:
1. Nothing at all
2. A very cumbersome process with lots of documents and checkpoints for multiple candidates which never amounts to anything. Read More
Most people inherently know that they should delegate more, and delegate better, but one big obstacle keeps them from doing it…
It might not come out right
…so I better jump in and make sure
it is going OK or just do it myself. Read More
My big point about delegating is that it as not just assigning work.
Effective delegating is about making sure the right work gets done at the right level, and making your team more capable.
Building capability requires learning
And there is no learning as great as that which comes after failing. Read More
This week our member webinar was on
the topic: Delegate or Die.
TOP 10 IDEAS
ON DELEGATE OR DIE
Delegating = Building Value
1. Don’t think of delegating as giving work to other people, think about it as making sure the highest value work gets done at the right levels. Read More
I have observed this particular organizational
dysfunction throughout my entire career, but
have never put my finger on a root cause until
I recently read a book called The Leadership Pipeline*.
The first thing that jumped out at me was a comment about the career transitions from
worker, to manager of people, to manager of
managers, to functional manager, to general manager, to business manager, etc. Read More