Welcome to Manager Tools. In the past we've talked about how to delegate, but today we're going to talk about what to delegate. Here we go. Now this is a question that comes up all the time and we have resisted giving any

guidance here but what happens is we train groups or coach executives or managers on delegation and then what they want to know

The question we always get is well okay I'm supposed to delegate but what do I delegate? Yeah you know we've been focused for a long time on the how of delegation right let's give people a lower hump to go over, so to speak, right?

And the howl of delegation, when we talk, when we train or when we coach on delegation,

it's the details of, okay, when you've decided what to delegate here's how you do it and that's the

fourth concept in the manager tools trinity the famous fourth silent fourth concept and

really I mean part of the reason we resisted is we feel like the decision is best based on what the manager's priorities are and what the direct's abilities are.

But look, I mean, in much the same way that we changed the coaching model because people weren't using it as easy as

it was and we just want to make this stuff accessible, we realize after hundreds of questions,

okay what do I delegate, what do I delegate, what do I delegate,

that it just must not be as easy as we thought

to choose what to delegate.

And, you know, like you say, they still ask what, what, what, what, right?

So this podcast is about the basics of what to delegate to our directs and all we're doing,

is sharing with everybody what our underlying rationale was when we went through a list. with our little bit and said these are the things we're thinking about when we coach

someone on what a manager or executive should delegate simple and we've got four

key points we want to cover the first one and and I have to say that if you're somebody who likes

five minute podcast we're going to give you 90% of the value of this cast I think in a way

big picture right now and that is if you're looking for what to

delegate the first rule is we don't delegate our primary responsibility

whatever it is that you're most responsible for don't delegate that. That's not a way to develop one of your

directs. The second thing, the second mindset relative delegation is effective

...