5 ms·
What I've seen as effective as a new manager is to think about scoping whole and independent areas of responsibility for each individual on my team. This requir
by tbragin 3y ago
What I've seen as effective as a new manager is to think about scoping whole and independent areas of responsibility for each individual on my team. This requires upfront thinking and planning, but pays in the long term as individuals come into these areas as end-to-end owners. In many cases, overtime, they became deeper experts than me in their respective areas, such that 1 + 1 > 2 in the long run.
As far as specific task delegation, if you are looking at your task list, I'd recommend a modification of "Eisenhower Matrix", that looks like this:
- Important / One-time Tasks - Keep for yourself.
- Important / Frequently Repeating Tasks - Delegate with high priority.
- Not important / Frequent tasks - Delegate with low priority.
- Not important / One time tasks - Delete.
- ryan-duve 3y agoThe four-quadrant matrix I am familiar with is: Urgent Not-Urgent Important Q1 Q2 Not-Important Q3 Q4 - Q1: Do it now - Q2: Do it the next time you can - Q3: Do it now or don't do it at all - Q4: Don't do it at all Compare this to the modified matrix: One-Time Repeating Important MQ1 MQ2 Not-Important MQ3 MQ4 If I understood your post, the translation is: - MQ1: Do it yourself - MQ2: Delegate - MQ3: Don't do it at all - MQ4: Delegate but maybe not done at all It is interesting that Q1->MQ1 and Q2->MQ2 quite straightforwardly, but (Q3, Q4) -> (MQ4, MQ3) seem to be swapped.
- PeterisP 3y agoI'd rather argue that MQ2 should be implemented as a standard process that is explicitly listed as a job duty of some position with appropriate documentation and possibly training, and MQ1/MQ3 are those tasks which can be simply delegated for someone to do once.