A magnifying glass sitting on an old nautical chart

Setting Clear Expectations: Delegating without Micromanaging, Part 1

A magnifying glass sitting on an old nautical chartManagers rely on others to get work done, making delegation an essential skill. When they delegate poorly, it can lead to accusations of micromanagement. For people and in some organizations, the threat of being thought of as a micromanager is terrifying. At the same time, managers who don’t delegate or fail at setting clear expectations are unlikely to achieve what their organization needs. Good delegation requires careful navigation through treacherous waters, and a few principles can help managers do it well.

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Three old, leather-bound books on a wooden shelf

Three Delegation Myths

Three old, leather-bound books on a wooden shelfDelegation is an essential practice for managers. In any organization, one of the vital functions of management is to distribute and coordinate work among the group. However, delegating well requires understanding what delegation is and isn’t. Here are three common delegation myths that effective managers don’t fall prey to.

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A selection of different types of rocks, each with different color, texture, size, and shape.

Asking for Clarity from Your Boss

A selection of different types of rocks, each with different color, texture, size, and shape.Working with other people is hard – for a variety of reasons. One of the promises of working together is that you can help each other to get things done. One of the biggest obstacles to doing this is not sharing a brain. Asking for clarity helps you avoid the trap of only thinking you know what someone wants. But all too often, when someone asks you for help or wants to delegate something to you, you can find yourself playing “Bring Me a Rock.”

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