Issue 23: Delegating as a Chief of Staff
The threshold questions entrepreneurs face when growing their businesses are: What tasks do I delegate? To whom? The next logical question is: How do I delegate?
Edward Hess • Grow to Greatness: Smart Growth for Entrepreneurial Businesses
The “delegator” and “delegatee” must share a common information base and a common set of operational ideas or notions on how to go about solving problems, a requirement that is frequently not met.
Andrew S. Grove • High Output Management
you actually need to do the opposite and reduce your scope by shedding parts of your responsibility to enable new teams around them. This feels very counterintuitive after years of trying to gain additional scope. But the decision here is that you can either keep it all yourself and do a B job at it, or you can shed these areas to enable them to al... See more
reforge.com • Crossing the Canyon: Product Manager to Product Leader — Reforge
Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If some
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