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Accelerating Your Development as a Leader: A Guide for Leaders and Their Managers by Robert Barner

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Case in Point: Mindi

Mindi was an operations VP who reported up in a matrix organization to both a division president and her company's SVP of operations. She was considered to be one of the most intelligent people in her department and also demonstrated great business savvy in her day-to-day dealings with other managers. During our initial session Mindi told me that she felt ready to take on a broader leadership role in her company, but that she was concerned that one of the things that might hold her back was that she had trouble delegating.

“I guess that I am just a micromanager,” she confessed to me. “Can you give me some one-on-one training on how to delegate more effectively?”

“Sounds reasonable,” I responded, “but before we go down that ...

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