Delegating: The Secret to Better Management

Management & LeadershipTeamwork & CooperationManagers≈ 15 min

Key skill: The manager's role & stance

Summary

Escape the trap of the expert who does everything alone: delegate to rebalance the manager's four activities — producing, managing, motivating, innovating — and free up time for team leadership and innovation.

Target audience

Managers looking to acquire the fundamentals of management.

Learning objectives

Move from the role of expert to the role of manager
Move from “doing” to “getting things done,” from “acting” to “getting others to act”
Examine how you split your time across the 4 main managerial activities: producing, managing, motivating, and innovating
Discern which activities to invest more time in and/or step back from

Module outline

StorytellingThe story of Éric, an e-learning expert turned Head of Training, facing the challenges of team management
ArticlesThe risks of micromanagement and the importance of fostering autonomy · Visualizing the change: a chart on how managerial time is split
Expert videoThe manager's 4 purposes (producing, managing, motivating, innovating) and why delegating matters for focusing on team leadership and innovation
AnchoringQuiz and True/False questions to dig deeper into the topic and anchor what you've learned
Memo cardDownloadable coaching memo card: the key points from the expert video
CommitmentConcrete examples to help you define your own commitment

Models & methods

The manager's 4 purposes (producing, managing, motivating, innovating); distinction between doing and getting done; delegation and autonomous reporting.

Research-based

Data cited: time reported by French managers — producing 45%, managing 30%, motivating 20%, innovating 5%.