Welcome to Manager Tools.

This is Kate and this is Sarah.

Today's cast, The Tetris Workload Battle, Part 2 of 2.

The questions this cast answers are, how much can I delegate?

How can I overcome resistance to delegation?

And do I have an obligation to delegate?

If you want answers to these questions and more, keep listening.

We are so excited to be announcing our new organizational offering, our effective executive team workshop.

It's a Trinity for Executives, the three elements on which executive teams need to position their organizations for the future, strategy, operations,

and people. Mark Horstman, our co-founder, will work with your leadership team for a full-day

workshop, and if your team would like help following through on and implementing what's discussed,

Mark will coach your team afterward to support your implementation. Contact Maggie by emailing her at customer service at manager dash tools.com to get more information.

Focus your leadership team on what the most important things are to drive your organization's results.

That takes us then too.

Something to do to help your directs is encourage task time

compression. The first thing that we're going to do is learn how to do our jobs faster over time.

If we don't, as we get more work, we'll be buried and burned out and start failing systemically at our roles.

In the Tetris workload battle analogy, we've got to rearrange our work and figure out what we're doing that we may not need to be doing any longer.

If you're a manager, you have three options, right? You could automate, eliminate, or delegate. And in this case, it's not maybe full

automation. Maybe you can't send it to AI. However, there is a form of automation light, I suppose, I think of it as, which is you constantly trying to figure out how you can save time on your work.

I encourage you to measure how long some of your tasks take and then try different ways to shorten that time span.

You're the one doing the work. So we assume you know better how to do this

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