Welcome to Manager Tools. Today's topic? Coaching the meeting delegation, part one.

In recent cast we combined succession planning, meeting management, and delegation together and what we did

is we suggested that rather than seeing performance development,

delegation, meeting management, and succession planning is kind of as separate burdens

we recommended combining them all.

Delegating responsibilities is part of succession planning and meeting management is a necessary management skill and challenging our directs to do more is performance development so why not use this as an opportunity to delegate the staff meeting?

Now, what if we delegate our staff meeting to someone who has pretty good potential for

growth but doesn't know how to manage meetings?

Well, we delegate anyway, and then we coach them on running meetings.

And today we're going to talk about that. Here's how. Oh, Recently in another cast we combine succession planning, meeting management and delegation into a single cast and I think people might have got the idea

that some of this stuff kind of fits together almost like you thought about it a little bit.

So today I think we have another opportunity to want to do one of those kind of, it's almost

like a case study a little bit, right?

I mean, in terms of how I hadn't thought of it that way.

I was just, I just really in my head what I wanted to do was, you know,

as I started, as we've had conversations recently with people about saying well that's

one-on-ones versus this is feedback or that's coaching and I thought man some of the

comments we're hearing are they imply that the a la cart theory and frankly not to beat her own drum but I think the reason the

al a cart theory appeals to so many people is that thinking about management is so raw and not deep and not effective when

it comes to individual managers responsibilities that no one has a unified theory of management like we do.

And so they assume therefore that, you know, we have an idea for X or an idea for Y and the twain shall never meet.

But no all of our stuff designed to work together because managers have to do all this stuff

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