Being selective about accepting and assigning work

There is the effort we, as leaders, observe. There is the effort that we, as leaders, can imagine. Then, there is the actual effort that our team members put in to any initiative being handed down from on high. A “simple” project may have a number of interlinked components that we are unaware of, yet the team member must navigate. Something that might “just” take an hour is actually half a day of effort. Leaders aren’t always cognizant of just how much goes in to any project. Sometimes when we are spitballin’ ideas, our team members are frantically doing the mental calculus trying to make it all work. The lesson? A single sentence from a leader can turn into a week of work or more. Therefore, be ruthlessly selective when accepting and assigning new work. We want to avoid building the overlapping layers of work for our team members too high. High is fine. Too high is not fine.

by Jonathan Wilson

Jonathan is the Head Coach at Sandcastle Company, a Seattle-based leadership training organization. His first book, Future Leader: Rebooting Leadership to Win the Millennial and Tech Future [link], is now available. Jonathan regularly writes and speaks about The New Leader Way, leadership resilience, and the future of work. He has years of leadership experience in both the public and private sectors, a master's degree from Seattle University, and professional coach training from the University of Miami.

Filed under: Leadership

Published on November 19, 2018

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