Managing to Change the World, 2nd Edition

CHAPTER 3

MANAGING BROAD RESPONSIBILITIES

Roles and Goals

In Chapter One we talked about how to set expectations, stay engaged, and create accountability to successfully delegate specific tasks or projects to your staff. For many managers, delegating even discrete projects will represent an important start to getting better results.

In the long run, though, managers will generate the kinds of results they need to, and free themselves up to take on the pieces that only they can do, only when they assign not just specific tasks but broad responsibilities to the people around them. Otherwise they’ll find that they are still carrying the real weight of all the work, even if they’re delegating specific tasks.

Jerry learned this lesson from Wendy Kopp, ...