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> Optimize work distribution > Managers have a portfolio of work that the business needs and people with work preferences. Optimize the dual objectives of deliv

> Optimize work distribution > Managers have a portfolio of work that the business needs and people with work preferences. Optimize the dual objectives of delivering value to the organization and giving individuals problems that build their skillset, impact, satisfaction, and/or advancement. Performance is contextual; set people up to shine. I find this so important. A good manager has a good mental map of the business's short-term and long-term goals, and a corresponding map of each person on the team's short-term and long-term goals (and strengths/weaknesses) . This map requires constant updating and refining. The magic happens in finding the right fit between all of that.

lostcolony 5y ago
I'll comment that this is also something that you can partially delegate to the team. A healthy team has a good understanding of one another's strengths and weaknesses just from working with each other. A manager should be trying to collect that feedback, as well as use their own, then work with each member of the team to determine what opportunities they need, to either demonstrate a strength, or work on a weakness, and then create space to socialize those needs. With the team aware of what one another needs, they're able to all be on the lookout to identify and highlight those opportunities. Once the items the team definitively owns are being optimally allocated by the team, the manager can look for opportunities outside of the team's domain. They don't even need to be for specific individuals, but things that the team would be able to reasonably help with; then pitching them to the team, the team can self-organize to determine who it's an opportunity for (and then further break it down; maybe person A needs the opportunity to lead a cross team initiative, but person B needs the opportunity to dive deep into a technical implementation, style of thing).
heisenbit 5y ago
The key job of a manager is to say no. It is not to optimize the work distribution but to control the scope of the work that is done. A critical distinction between manager and leader is the former has more focus managing shape of the playing field and the rules while the latter is more concerned about pushing towards results. Last but not least management is about gaining, using and maintaining power. Without it saying no is not possible.

lostcolony 5y ago

I'll comment that this is also something that you can partially delegate to the team. A healthy team has a good understanding of one another's strengths and weaknesses just from working with each other. A manager should be trying to collect that feedback, as well as use their own, then work with each member of the team to determine what opportunities they need, to either demonstrate a strength, or work on a weakness, and then create space to socialize those needs. With the team aware of what one another needs, they're able to all be on the lookout to identify and highlight those opportunities. Once the items the team definitively owns are being optimally allocated by the team, the manager can look for opportunities outside of the team's domain. They don't even need to be for specific individuals, but things that the team would be able to reasonably help with; then pitching them to the team, the team can self-organize to determine who it's an opportunity for (and then further break it down; maybe person A needs the opportunity to lead a cross team initiative, but person B needs the opportunity to dive deep into a technical implementation, style of thing).

heisenbit 5y ago

The key job of a manager is to say no. It is not to optimize the work distribution but to control the scope of the work that is done. A critical distinction between manager and leader is the former has more focus managing shape of the playing field and the rules while the latter is more concerned about pushing towards results. Last but not least management is about gaining, using and maintaining power. Without it saying no is not possible.