Welcome to Manager Tools. Today's topic, but I like doing that part of my job. Here we go. Okay, it happens to all of us. What do you do when one of your directs really likes doing a part of their job that you believe isn't valuable.

Oh, let me say that differently, because to be clear, more precise.

When they think it's more valuable than you do, or when you think there is value, but not as much

as something else you believe is more valuable,

it's reasonable for you to ask them to stop doing it.

So it's not that it's not valuable.

You know, most times, it's something they used to do,

right, that created value, right. And now they need to be doing something else.

That's more valuable.

We could have a big discussion about value. I think in many cases, you can't come to conclusion on value because if you're my boss my definition of value is I like doing it or I used to do it or it keeps my job

protected from being laid off and those are all different value propositions

than the bosses.

And we're assuming the bosses value proposition

is there's value to the organization

and they understand the bigger picture.

There's not say that the direct doesn't either but but look

four simple steps. Okay the first step we're gonna do here is we're gonna we're

going to remind everybody very briefly about the about our scenario called

delegate into the floor. We just recently did a podcast on it,

and I've gotten a bunch of questions,

and it's a little unusual to follow up a cast

based on questions that I've got,

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