Getting Process Change to Stick
You see some changes coming up in your org, and you want to initiate a process change before the pain hits. But your process change doesn't take. What do you do?
You see some changes coming up in your org, and you want to initiate a process change before the pain hits. But your process change doesn't take. What do you do?
It's easy to forget that context and intent matters a great deal when delegating a task. You don't want to be a bottleneck when something unexpected turns up; communicating executive intent is one way to free yourself from constant micro-management.
What do you do when you have a subordinate who demands an outsized amount of your attention and time?
How can you delegate if you don't trust other people to do your work as well as you can?