by M-Tracker | Oct 22, 2026 | Capacity and delegation
Capacity and delegation · 3 min readYou explain a task three times when the first explanation was spoken and vague. Write it down once: the outcome, who it is for, what done looks like, what they can decide, and when. Add an example. Ask them to play it...
by M-Tracker | Oct 22, 2026 | Capacity and delegation
Capacity and delegation · 3 min readDelegating steps means "do A, then B, then C." Delegating outcomes means "here is what good looks like, here are the limits, you decide how." Outcome delegation frees your time, grows people, and often gets better...
by M-Tracker | Oct 22, 2026 | Capacity and delegation
Capacity and delegation · 3 min readYou are faster this time. You are slower over a year. Do the math on any task you do every week. Start delegating repeat tasks, write the brief once, support the first two attempts closely, and accept work that meets the...
by M-Tracker | Oct 22, 2026 | Time and estimates
Time and estimates · 3 min readA task that rolls over three weeks in a row is telling you something. Ask four questions: Does it still matter? Is it clear what done looks like? Is it too big? Is it really mine? Then do one of four things: do it now, shrink...
by M-Tracker | Oct 22, 2026 | Meetings and decisions
Meetings and decisions · 3 min readMost hour-long meetings are about 25 minutes of real decisions and 35 of updates, repeats and drift. Move updates to writing before the meeting. Send a pre-read. Write each agenda item as a question with a time. End with...
