Welcome to Manager Tools. This cast is a bit unusual. Mike is overseas with

clients and I think for a first for us over the years you'll be hearing just one

voice this week and that's mine.

I'm our course from the manager tools and today we're going to be talking about how to choose what to delegate.

Mike and I were recently with a CEO client who had used our guidance on what to delegate pretty effectively with

her direct reports.

She had actually reproduced our juggling Cohen diagram and asked her directs to fill it out with their big and small balls of

responsibility. In addition to that, she had noted below the diagram our

questions from our guidance on delegation in terms of what to delegate and she had

places for what the direct is good at what the direct needs and what the direct

wants. We were very impressed first of all that she was working so

hard a developer top team and those of you who have listened to us for a while

know that what we're about to say which is that's what effective executives do. They follow through in detail to ensure

that the organization continues growing after they're gone. Every time I see

an executive working at that level of detail I'm reminded of one of my very favorite business books of all time

Larry Bosset's book execution which came out I want to say it's 10 years ago now

but it may be less, it may be more.

And in it, Bosseti goes through detailed discussions

when he was CEO of a $20 billion company,

detailed discussions he had with plant managers

and operations managers and line

managers about what they were doing and now he would probe and and ask them to

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