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...
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 2 min readFeedback and reviews for your own people. Hiring, firing and pay decisions. The direction of the team. The two or three client relationships that would hurt most to lose. Crises while they are crises. Anything...
by M-Tracker | Nov 1, 2026 | Capacity and delegation
Capacity and delegation · 3 min readOn a five-level scale, most managers delegate at level two or three: look into it and report back, or recommend and I decide. It feels safe because the decision stays with the manager. It also means every task comes back...
