Loading...
Answers
MenuWhat are your three (3) tips for delegating "up" to people more skilled than yourself?
This question has no further details.
Answers
Having been in senior management and a CEO for many years, I have found that delegating is not only a skill but also an art. You question is very interesting as I assume that in most situations you would be delegating to people more skilled or more knowledgeable about the task or project than you are. A good manager knows their limitations and their role which is to manage rather than do. Therefore the rules on good delegation techniques still apply:
1. Identify the right person or team with the right skills and experience to do the work. It sounds as if you have done this. Write down the reasons that you feel that they will be better placed to get the best results and portray this to the person up front.
2. Be clear on the level of delegation that you are giving to them. There are 9 levels (if you would like to know these, please let me know). This includes a detailed briefing to outline the tasks/outcomes.
3. Negotiate the timeframe, reporting and results. Don't tell, ask - then double the time they estimate. Most of us underestimate the time anything will take. By providing the person with extra time they will feel much more positive about the tasks and be confident on delivering the outcome.
Negotiating the timeframe, reporting and results is the most important step. Never dictate this as you really want a good outcome and this will only be achieved if they are part of this decision.
Please call me if you would like some more practical help.
To delegate to people who are “up” and more skilled than yours do you believe that mere three points will be enough? Surely not! But yes, you can delegate them any of these three points if you want to. Keep the following points in mind before you go delegating "up" to people more skilled than yourself.
1. Target: do they understand the purpose or goal?
2. Tools: do they have the tools or information to do the job?
3. Training: do they have the skills to do the job?
4. Time: do they have enough time to do, make mistakes, and learn?
5. Truth: do they know how it all fits together?
6. Tracking: do they come back to you to see how they are doing?
7. Touch: do you give support and encouragement?
8. Trust: do you trust them to get on with it?
Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath
Related Questions
-
What are some of the most important leadership trends of Today?
Your question and your question detail are quite different. First, your question: The most important leadership trend is that the nature of leadership is changing. People want more autonomy and less oversight and direct management. Do you currently have a team? By the details you provided, it sounds like you are asking this question in hopes of being prepared to lead *when* you have a team, not asking about the team you have to date. Either way, leadership is much like parenting. Everyone has an opinion of how you should do it, but you will do what feels right to you, which is a process of much experimentation and feedback. Don't overthink the issue of leadership, especially in very small teams and companies. I'm happy to talk to you about specific issues you're dealing with or worried about to provide you very direct responses to those concerns.Tom WilliamsTW
-
Just wondering how a board advisor is compensated? Is this typically in a form of equity, compensation, or just mentorship?
I've had many "Advisors" over the years and I like to break them up into 2 groups. 1) Formal Advisors These are people who strategic insights into the business and would create value for the company by having them listed on our site, and have access to them in an ongoing way. I typically engage them well before anything formal to see if they would actually be helpful and that we both get along. Compensation is usually around 0.1% - 0.5% ... if the person is amazing and will also help with the fundraising process, then I would go as high as 1%. 2) Personal Advisors These are people who I turn to for specific advice around tactics and strategy on an infrequent basis (maybe once or twice a year). Things like SEO, Internationalization, etc ... I typically try to create value for them every time we chat, so that it's win/win and I don't compensate with equity. I've personally never paid for formal advice, although I do often via Clarity .. but that's different. The great thing about Clarity is I can avoid spending the time or equity to get similar quality advice in usually a faster time period, however both approaches (list above vs. using Clarity) are totally different affinities to the person and the company. Call if you need more.Dan MartellDM
-
Does anyone know a simple game or activity to teach leaders how to delegate?
Try designing an activity where the leader has to describe to his team members how to build something or complete a certain task, with his back facing the team so he can't see what they're doing. Succeeding in this type of activity will require that the leader is able to use clear communication without being directly involved or micromanaging the situation. It will also require trust from both parties, and will force the team members to work together & help each other as they try to work out the specifics of carrying out the task. You can follow the activity with questions about what the leader did well and what he could have done better, and also what was frustrating for the leader. Push them to articulate how this activity translates to work in their organization. Here's a great example of this activity with a bit more detail: https://prezi.com/i1w8-bnyso-l/activity-to-teach-delegation/Sarah BrodySB
-
What habits, discipline, or behaviours do you practice in your daily routine to promote the most productive schedule?
One of the biggest things I do is "time chunk". Time chunking – and fine tuning the practice – allows me to work with optimum productivity. It’s worth trying in some form or another because it removes a decision from the process of doing: what to do and when to do it. Another set of practices I put into play are outlined in my manifesto: http://productivityist.com/blog/the-way-of-the-productivityist-a-manifesto I talk about a lot of other strategies over at my website, and in my e-book "The Productivityist Workbook".Mike VardyMV
-
How would you go about asking for a potential employer to pay for travel expenses and take it off from your first check?
You don't. Research the company and hiring manager or would be manager/leader to such things like their needs, recent prior events (& whom else would have been there), near future company goals, products and find a place within that need structure where you would add material value. Then craft what is called a Speculative Application. Get yourself into a position in which travel might be an option as part of your roles.Humberto Valle Texas Real Estate Investor, Wholesaler, & Airbnb SuperhostHV
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.
