MANAGING THE DAY-TO-DAY WORK OF YOUR TEAM
Structures to Bring It All Together
This first part of this book has focused on managing work—more specifically, delegating specific projects, using roles and goals to hand over broad responsibilities, and using culture to manage all the things that fall in between the cracks. In theory, it’s all pretty straightforward, but in practice, it can be a lot harder. You might have half a dozen staff members, and for each of them, you might have agreed on multiple goals and have added several specific projects for each of them. You want to follow the principles of setting clear expectations, staying engaged, creating accountability and learning, and adapting to fit the context, but what does that look ...