Another potential pitfall to being a manager is delegating ambiguous tasks or projects.
When you’re a practitioner as well as a manager, it can be tempting to delegate those tasks you haven’t quite got your head around to direct reports.
In moments this might be happening, it’s worth asking:
- Is the ambiguity part of the challenge behind the task?
- Is unpicking the ambiguity something a direct report can learn from?
- Or is the ambiguity something you’re avoiding tackling yourself?
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