New Managers: Good Intentions, Half Delegation
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Delegating is hard. It's even harder when we keep anchoring ourselves to old ideas of what management is and what skills requires, without realizing how different is the job of a manager. And then, we become managers ourselves. One of the hurdles that every manager has to overcome at some point in their career, often very early, is the ability to delegate and manage this delegation. This talk will look into the various delegation issues, and how we can revise the idea of management in a new light to acquire new tools to succeed. Talk done at WEBdeLDN.
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New Managers: Good Intentions, Half Delegation
- 1. NEW MANAGERS GOOD INTENTIONS, HALF DELEGATION Davide ‘Folletto’ Casali
- 2. NIGHT.EU Manifesto Ibridi F E L L O W DESIGN DIRECTOR ADVISOR
- 3. @Folletto
- 4. TOAST TO A NEW MANAGER PART I
- 6. “ ” Laurence J. Peter Managers rise to the level of their incompetence. The Peter Principle
- 7. “ ” Ben Schiller The qualities that make people great bosses are not how we decide who gets promoted. Ben Schiller (2015) Only 10% Of Managers Have What It Takes
- 8. Management is a career change.
- 9. “ ” Carnegie Institute of Technology 85% of your financial success is due to your personality and ability to communicate, negotiate and lead. Shockingly, only 15% is due to technical knowledge. Forbes (2012) Intelligence Is Overrated: What You Really Need To Succeed Apparently from an old study.
- 10. “ ” Matthew Stewart The first thing many observers noted about scientific management was that there was almost no science to it. Matthew Stewart (2006) The Management Myth
- 11. Management tradition is full of traps.
- 12. TRAP 1 Knowledge “I know more than them”
- 13. TRAP 2 Persuasion vs Authority “My job is to tell people what to do”
- 14. TRAP 3 Ownership “I manage these projects”
- 16. …but I did delegate!
- 17. Power issues Formally delegated… …not the ability to take decisions.
- 18. Scope issues Project assigned… …but no means to reach real goals.
- 19. Information issues Project assigned… …but data withheld.
- 20. Vision issues Set visions… …not features and projects.
- 21. Shifting goals issues Everything fine… …but out of sync.
- 23. What traits do my people have? ASSESS
- 25. Skilled COMPETENCY The expertise and subject matter knowledge we have to do our profession. “UX Designer” “PHP Developer” “Copywriter”
- 26. Responsible OWNERSHIP The ability of being trustworthy and taking ownership to complete activities. “I can give this task to her, close my eyes and I’m sure it will be done”
- 27. Proactive TAKE INITIATIVE The ability to find the next important thing to work on, without anyone telling you. “I think to better reach our company goals we should…”
- 28. Learner FIND & DISCOVER Grow, keep up to date, add new knowledge from other disciplines, share internally. “I learned this new thing, maybe it’s interesting for our…”
- 32. agency /ˈājənsē/ n. the capacity of a person to act in an environment.
- 34. Radical Candor Ruinous Empathy Radical Candor Manipulative Insincerity Obnoxious Aggression CARE PERSONALLY CHALLENGEDIRECTLY by Kim Scott
- 36. “ ” Cate Huston When we negate positive feedback, we can project lower confidence, which can – ironically – make it harder for people to give us the constructive feedback we need. Cate Huston (2017) Learn to take positive feedback well
- 37. All criticism, once in a while.
- 38. “Shit sandwich”
- 42. https://www.youtube.com/watch?v=WHpGkWdWOlA Radical Candor The Surprising Secret to Being a Good Boss Jun 2016
- 43. “ ” Bruno Munari To complicate is easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.