Executive summary: The author emphasizes the importance of managing up, a practice of proactively helping managers achieve their goals, and shares three key delegation practices: accepting and prioritizing delegated tasks, understanding the level of support and direction needed from the manager, and seeking advice from experienced individuals when the manager lacks relevant expertise.
Key points:
The author encourages managing up as a way to demonstrate management skills, meet personal needs, and fulfill certain job roles.
When a task is delegated from a manager to an employee, it becomes significantly larger and more complex for the employee, requiring more time, support, and possibly additional tools.
The author introduces the concept of situational leadership, which includes four categories of tasks: Directing, Coaching, Supporting, and Delegating. These categories represent different levels of involvement and decision-making by the manager and the employee.
It’s crucial for the manager and the employee to have a shared understanding of the category a project falls under, to manage expectations and ensure effective collaboration.
If a manager lacks expertise in a delegated task, the employee should seek support from others with relevant experience. Various resources, such as online courses, books, podcasts, and mentors, can be helpful.
The author finds these practices useful for managing up, making complex tasks manageable, and understanding the dynamics of delegation and support within an organization.
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Executive summary: The author emphasizes the importance of managing up, a practice of proactively helping managers achieve their goals, and shares three key delegation practices: accepting and prioritizing delegated tasks, understanding the level of support and direction needed from the manager, and seeking advice from experienced individuals when the manager lacks relevant expertise.
Key points:
The author encourages managing up as a way to demonstrate management skills, meet personal needs, and fulfill certain job roles.
When a task is delegated from a manager to an employee, it becomes significantly larger and more complex for the employee, requiring more time, support, and possibly additional tools.
The author introduces the concept of situational leadership, which includes four categories of tasks: Directing, Coaching, Supporting, and Delegating. These categories represent different levels of involvement and decision-making by the manager and the employee.
It’s crucial for the manager and the employee to have a shared understanding of the category a project falls under, to manage expectations and ensure effective collaboration.
If a manager lacks expertise in a delegated task, the employee should seek support from others with relevant experience. Various resources, such as online courses, books, podcasts, and mentors, can be helpful.
The author finds these practices useful for managing up, making complex tasks manageable, and understanding the dynamics of delegation and support within an organization.
This comment was auto-generated by the EA Forum Team. Feel free to point out issues with this summary by replying to the comment, and contact us if you have feedback.