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Leadership, [1] Delegate ownership not tasks - Coggle Diagram

- - - - Help them feel responsible for
        the things we want them to be responsible.
      - Comfortable taking the initiative, thinking for ourself,
        making sure things go right (without being told)
    - - How to delegate tasks?
        which we shouldn't do.
        
        Tell them what to do.
      - Why?
        
        Inefficient
        hard for them to know the full context
        
        Not scalable
        determining tasks and sorting priority needs energy.
        
        Demoralizing
        no talented people wants to feel like their sole role is to do things we tell them what to do.
        
        Not reliable
        What if we forgot to mention a single task or unexpected happens? "that's not my job" they will say
    - - Has to be actively cultivated
  - - - They need to know what their overarching direction is.
      - They need to have a rough idea of how to achieve it
      - The first step is defining area of ownership.
    - - They must not guess the main overarching objectives
      - Give them clear overarching objectives / direction.
      - If we don't define this, we are macromanaging
    - - They need to have a rough idea of how to achieve it
      - If we dictate this too much, we are micromanaging
  - - - People are not sure if something is their job
      - It is our job to help them to know their area(s) of ownership.
    - - How to create space
        
        Don't tell them nothing
        Remind objectives, clues / rough ideas of what they can choose/do.
        
        If it's on my area
        
        Answer the question
        and align with his objectives.
        
        If it's on their area
        
        Never step in their area of ownership
        It's very damaging, taking their sense of ownership.
        
        Always have them on the driver seat
        They must be the one making decision on the area.
        This can be done by NOT stepping on their area.
        
        Don't answer every question, don't tell them nothing
        Remind of the objectives, ask thoughtful questions, give clues example.
        
        What if they are going the wrong direction?
        TODO
        
        What if they just can't expand?
        TODO
    - - Do not interrupt them
        It is still their area of ownership
      - Guide them
        Without making decision for them.
      - What if they keep go wrong?
        TODO
  - - - We want them to keep them on
        knowing their job area.
      - People could think "oh it's not my area"
        because of you. Losing their ownership.
    - - Reinforce Them on their area.
        The idea is, do things that reminds
        them "this is your area".
        
        Praise Achievements
        Within their area of ownership
        
        They are on the Driver Seat
        Making decisions so long its aligned with the objectives.
        
        We are on the Navigator seat
        Guiding them if needed, but never picking the steer & clutch.
    - - Negatively Reinforce Them
        saying "this is not your area"
        
        Not praising achievements
        They wouldn't know if a thing is their area.
        
        Stealing the Steer
        Making decision on their area is the biggest blunder.
        They will think "oh this is my manager's area".
- - - - Focus
        
        Task Ownership
        
        Specific Process Ownership
      - Style
        
        Empowerment, Delegation
        
        Task completion.
      - Metrics
        
        Individual and Team Metrics
        
        KPI
      - Frequency
        
        More frequent.
    - - Focus
        
        Strategic Objectives
        
        Strategy & Vision
      - Metrics
        
        Department / Team Metrics (not individual)
        
        OKR is more suitable.
      - Style
        
        Empowerment, Delegation
        
        Alignment to Top-Level Strategy
      - Frequency
        
        Less frequent, more strategic.
    - - Focus
        
        Protecting Ownership.
        
        Expanding Ownership.
        
        Alignment to a higher strategy.
      - Style
        
        Empowerment, Delegation
      - Metrics
        
        Team metrics, always