Are you a good delegator?
As leaders, our tasks are endless - and range from crucial to trivial. A few are things only we can do. What if we delegated the rest?
Here's 6 helpful actions:
I'm reading a great book on ethics and enjoyed its chapter on common logical fallacies. We're all quite prone to some of them, and "You do it Too!" seems to sum up contemporary political "dialogue." One fallacy in particular caught my eye - the Composition Fallacy: "Assuming that a group possesses the characteristics of its individual members."
Or, "My All Star Team will be awesome because it has awesome players."
My psychologist once told me to make an org chart for my business. I might have laughed out loud, since there's one full-time employee.
But the exercise was profound. Like many small business owners, I wear a lot of hats. CEO, Travel Agent, Writer, and Marketing Director are just a few. I often jam several on my head at once, forgetting that they fit best one at a time. Such hat confusion can lead to wasted time, lack of focus, and mis-allocated resources.
Feedback is great. But when it comes out of nowhere, it can feel like a punch in the face.
If you haven't had the experience, Mike Tyson summarized it well before his 2nd bout with Evander Holyfield, "Everybody has a plan until they get punched in the mouth." (Incidentally, Tyson lost the match, Holyfield part of an ear.) It goes like this:
Delivering 360-degree feedback can feel like handling a live grenade - especially if it's a new thing for your organization. Many - I'd venture to say "most" - organizations do not have cultures in which candid, real-time feedback is both welcomed and freely given. Without that culture, we're often left wondering how formal delivery of feedback will go.