Ability to leverage

Every manager has to learn at least one skill if they’re to succeed as the job of managing: how to improve the performance of the systems, people and tasks under their direct control. It’s the starter skill, the one that gets them from managing their own deliverables to managing team or a department or a small group and works up to the size of organisation they can throw their arms around. For most, that’s fifteen to thirty people. The limit predicted by how actively the manager is involved in the day to day activity.

The second skill, the one that singles them out to run bigger teams and projects: their ability to leverage. To get things done, to improve performance, to enable change at two or more degrees of separation – without being directly involved in the doing.

The underlying skill? Giving responsibility.

Skippy strategy: Give responsibility to maximise your managerial leverage.

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