<ul>
<li>Level 1. You want the person to do exactly what you’ve asked them to do—no more, no less.</li>
<li>Level 2. You want the person to examine or research a topic and report back to you.</li>
<li>Level 3. You’re giving the person more room to participate in the problem-solving process but you are still reserving the final decision for yourself. </li>
<li>Level 4. You want the person to evaluate the options, make a decision on their own, execute the decision, and then give you an update after the fact.</li>
<li>Level 5. You hand the entire project or task over to someone else and exit the decision altogether.</li>
</ul>

The 5 Levels of Delegation

True productivity is about doing more of what is in your desire zone and less of everything else.

Everyone gets 168 hours a week, but it never feels like enough, does it? Work gobbles up the lion's share--many professionals are working as much as 70 hours a week--leaving less and less for rest, exercise, family, and friends. You know, all those things that make life great. Most people think productivity is about finding or saving time. But it's not. It's about making our time work for us. Just imagine having free time again. It's not a pipe dream. In Free to Focus, New York Times bestselling author Michael Hyatt reveals to readers nine proven ways to win at work so they are finally free to succeed at the rest of life--their health, relationships, hobbies, and more. He helps readers redefine their goals, evaluate what's working, cut out the nonessentials, focus on the most important tasks, manage their time and energy, and build momentum for a lifetime of success.

productivity

Productivity

personaldevelopment

Personal Development

books

Books

Everyone gets 168 hours a week, but it never feels like enough, does it? Work gobbles up the lion's share--many professionals are working as much as 70 hours a week--leaving less and less for rest, exercise, family, and friends. You know, all those things that make life great. Most people think productivity is about finding or saving time. But it's not. It's about making our time work for us. Just imagine having free time again. It's not a pipe dream. In Free to Focus, New York Times bestselling author Michael Hyatt reveals to readers nine proven ways to win at work so they are finally free to succeed at the rest of life--their health, relationships, hobbies, and more. He helps readers redefine their goals, evaluate what's working, cut out the nonessentials, focus on the most important tasks, manage their time and energy, and build momentum for a lifetime of success.

Michael Hyatt

Free to Focus

If we put the decisions on a 2x2 based on stakes & urgency:<ul><li>Low stakes&urgency: Decide without me. Ur job is to help establish missions, not to micromanage.</li><li>Low stakes, but urgent: Inform on progress. Watching project develop without you. </li><li>High stakes, no urgency: Propose for approval. Most approvals can be addressed in our quarterly planning meetings.</li><li>High stakes&urgency: Escalate immediately. These include scenarios where there are major risks to the strategic plan, changes in governance, shifts in the market, threats to data security or physical security etc.</li></ul>

How to help your team make decisions

Interesting framework on making decisions inside of the team. 

Categorizing decisions by riskiness and urgency helps clarify when to involve higher-ups.

corporateculture

Corporate Culture

problemsolving

Problem Solving

leadershipandmanagement

Leadership & Management

How Effective Leaders Decide About Deciding

<ul><li>Face to face, live, old-school meetings are a must when tackling important decision making or when brainstorming</li><li>Remote video-calls work for routine decisions or working sessions.  </li><li>One way information sharing would be async and no meeting should be required. Too much time is spent on sharing ideas. </li></ul>

How to interact at work?

Managers are in meetings all the time & yet nothing gets done. That's because we treat all meetings the same. According to McKinsey there are 3 types of interactions with different prescriptions:<ol><li>Decision making, including complex or uncertain decisions (for example, investment decisions) and cross-cutting routine decisions (such as quarterly business reviews)</li><li>Creative solutions & coordination (for example, developing new products) and routine working sessions (such as daily check-ins)</li><li>Information sharing, including one-way (video, text) and two-way communication (such as town halls with Q&As)</li></ol>

3 Types of Work Interactions

Are you in meetings and always busy. McKinsey think we should use different techniques for different work interactions. 

philosophy

Philosophy

career

Career

education

Learning & Education

On work interactions

<ul><li>The “star” model: executives hire from elite universities or other successful companies and give employees huge amounts of autonomy.</li><li>The “engineering” model: engineers, as a group, hold the most sway.</li><li>The “bureaucracies”: Executives write extensive job descriptions, organizational charts, and employee handbooks.</li><li>The “autocracies”: the rules, job descriptions, and organizational charts ultimately point to the desires and goals of one person, usually the founder or CEO.</li><li>The “commitment” model: a throwback to an age when people happily worked for one company their entire life.</li></ul>

Five Types Of Company Cultures

Leave work feeling satisfied with what you’ve accomplished, with help of a few “productivity hacks”.

health

Health

Productivity Hacks

NEW YORK TIMES BESTSELLER • From the author of The Power of Habit comes a fascinating book that explores the science of productivity, and why managing how you think is more important than what you think—with an appendix of real-world lessons to apply to your life. At the core of Smarter Faster Better are eight key productivity concepts—from motivation and goal setting to focus and decision making—that explain why some people and companies get so much done. Drawing on the latest findings in neuroscience, psychology, and behavioral economics—as well as the experiences of CEOs, educational reformers, four-star generals, FBI agents, airplane pilots, and Broadway songwriters—this painstakingly researched book explains that the most productive people, companies, and organizations don’t merely act differently. They view the world, and their choices, in profoundly different ways. A young woman drops out of a PhD program and starts playing poker. By training herself to envision contradictory futures, she learns to anticipate her opponents’ missteps—and becomes one of the most successful players in the world. A group of data scientists at Google embark on a four-year study of how the best teams function, and find that how a group interacts is more important than who is in the group—a principle, it turns out, that also helps explain why Saturday Night Live became a hit. A Marine Corps general, faced with low morale among recruits, reimagines boot camp—and discovers that instilling a “bias toward action” can turn even the most directionless teenagers into self-motivating achievers. The filmmakers behind Disney’s Frozen are nearly out of time and on the brink of catastrophe—until they shake up their team in just the right way, spurring a creative breakthrough that leads to one of the highest-grossing movies of all time. What do these people have in common? They know that productivity relies on making certain choices. The way we frame our daily decisions; the big ambitions we embrace and the easy goals we ignore; the cultures we establish as leaders to drive innovation; the way we interact with data: These are the things that separate the merely busy from the genuinely productive. In The Power of Habit, Pulitzer Prize–winning journalist Charles Duhigg explained why we do what we do. In Smarter Faster Better, he applies the same relentless curiosity, deep reporting, and rich storytelling to explain how we can improve at the things we do. It’s a groundbreaking exploration of the science of productivity, one that can help anyone learn to succeed with less stress and struggle, and to get more done without sacrificing what we care about most—to become smarter, faster, and better at everything we do.

motivationandinspiration

Motivation & Inspiration

NEW YORK TIMES BESTSELLER • The author of The Power of Habit and “master of the life hack” (GQ) explores the fascinating science of productivity and offers real-world takeaways to apply your life, whether you’re chasing peak productivity or simply trying to get back on track. “Duhigg melds cutting-edge science, deep reporting, and wide-ranging stories to give us a fuller, more human way of thinking about how productivity actually happens.”—Susan Cain, author of Quiet   In The Power of Habit, Pulitzer Prize–winning journalist Charles Duhigg explained why we do what we do. In Smarter Faster Better, he applies the same relentless curiosity and rich storytelling to how we can improve at the things we do.    At the core of Smarter Faster Better are eight key concepts—from motivation and goal setting to focus and decision making—that explain why some people and companies get so much done. Drawing on the latest findings in neuroscience, psychology, and behavioral economics—as well as the experiences of CEOs, educational reformers, four-star generals, FBI agents, airplane pilots, and Broadway songwriters—this book reveals that the most productive people, companies, and organizations don’t merely act differently. They view the world, and their choices, in profoundly different ways.   Smarter Faster Better is a story-filled exploration of the science of productivity, one that can help us learn to succeed with less stress and struggle—and become smarter, faster, and better at everything we do.

Charles Duhigg is an American journalist and non-fiction author. He was a reporter for The New York Times, currently writes for The New Yorker Magazine and is the author of two books on habits and productivity, titled The Power of Habit: Why We Do What We Do in Life and Business and Smarter Faster Better.

Charles Duhigg

Smarter Faster Better

A manager responsibilities gravitate between 2 areas:Develop people: Managers motivated by developing people want you to do the best work of your career. They regularly check in on how you are doing and care a great deal about team and company culture, and your role in it. They’re a personal cheerleader.Deliver outcomes: Managers motivated by delivering outcomes want you to drive excellent work to completion. They regularly check in on the status of your projects and care a great deal about the quality, progress, and outcomes of the work, and your role in it. They’re a personal work catalyst.

Why does a manager manage?

Craft: Managers who value craft want u to do spectacular, work. Craft-focused managers seek a combination of pixel-perfection and innovation. They’ll obsess over the details. These types of managers are often experts themselves who may have moved into a management role to multiply their impact. Machinery: Managers who value machinery believe that how things get done is just as important as what gets done. They seek to build well-oiled machines and processes that are working. Often, managers who take pride in machinery are professional managers more than they are practitioners.

What brings a manager pride?

Assigns tasks: Managers who assign tasks share tightly-scoped workstreams and expect you to accomplish those workstreams to spec as efficiently as possible. Micromanagers. At their best, managers who assign tasks roll up their sleeves, dive into the work with you, and teach you a ton along the way. Assigns goals: Managers who assign goals share the problem statement and expect you to come up with the tactics that will provide the best solution most efficiently. It’s up to you to investigate potential solutions, prioritize workstreams, take the work to completion, and share results.

Free to Focus

How Effective Leaders Decide About Deciding

On work interactions

It's time to
Read like a Pro.

Smarter Faster Better

CURATED BY

Free to Focus

How Effective Leaders Decide About Deciding

On work interactions

It's time to Read like a Pro.

Smarter Faster Better

CURATED BY

It's time to
Read like a Pro.