3 Ds of Delegation

 


 

One of my CEO coaching groups recently discussed the creation of the President/COO role in their companies. I came up with this alliterative and highly distilled suggestion.

  • Decisions may be:
    • Dictated,
    • Discussed, or
    • Delegated

To help define the duties of your #2, examine the range of decisions you make as head of the company and notice which you will dictate, discuss, or delegate. Core values, for example, are yours to dictate; the COO complies with your decision or leaves. Strategy is something to discuss, create together, and have a healthy back-and-forth conversation about between the CEO and COO. Hiring a sales rep or changing your health care provider are probably best left entirely to the COO; delegate those areas and keep your handsoff.
 

Also on this blog, Improving Delegation

 


 

Capsule Coaching

 


 

I recently came across this email I sent to a client after an executive coaching conversation. It has broad applicability for leaders.

The key from today is: get very clear about and keep your attention on the future you are committed to and the values at your core. Develop the discipline to pause and assess each event and communication in light of your commitments. Take your next step in service to your future, not as a reaction based on automatic, unexamined assessments from your past. Learn your triggers (people exhibiting disrespect, for example, or lack of candor) and move them into the realm of choice instead of letting them run you.

People follow a leader who is pulled by a compelling future and is adept at using data from a variety of sources, even unfriendly ones. They are made uncomfortable by an authority who is the victim of events or who devotes his energy to repairing the past. Instead, use the precious present to set-up a fulfilling future.

Tony Mayo

 


 

Click to download as a printable Adobe .PDF file.

capsule_coaching

 


 

Grow or Die

grow_or_die

I have been an adviser and executive coach to business owners for years, as well a being a serial entrepreneur myself. A common question is, “Why does my company need to grow (or grow faster)? I make enough money, I am comfortable at this scale, what gets better with growth to compensate for the extra work and stress?”

I have answered this question several ways for myself and clients but I never (more…)