by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 2 min readDelegate the result, not the steps. Write the brief down. Match the task to the person's skills and hours. Agree how much authority comes with it. And review the finished work against the brief, then give the credit....
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 2 min readIf someone can do a task at least 70 percent as well as you can, hand it over. The 30 percent gap closes with practice, usually within a few rounds. The hour you keep by doing it yourself does not come back, and neither...
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 2 min readLists vary, but a version that holds up is clarity, capability and check-in. Clarity: the result, the audience and the must-haves, written down. Capability: the person has the skill and the hours. Check-in: one agreed...
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 2 min readAbout 20 percent of what a manager does produces 80 percent of the value: decisions, people, key clients, direction. The other 80 percent of tasks, like reports, scheduling, first drafts and routine replies, produces the...
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 2 min readPick the task. Choose the person. Write the brief. Agree the level of authority. Set the check-in. Review the result against the brief. Give the credit. Seven steps, and delegation succeeds or fails at two of them: the...
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 3 min readDelegate the result, not the steps. Write a five-line brief. Name the level of authority out loud. Hand over the whole piece, not fragments. Resist taking it back when the first draft is not yours. And review the...
