Love how this reframes delegation as multiplication rather than abdication. That schedule creation example really nails it, most managers cling to operational tasks because theyre good at them not because they need to do them. I struggled with this exact thing when I had to stop personally owning sprint planning. Felt like losing control but tuned out my team actualy improved velocity because they had better contex than I did.
Exactly. We hold on, not because *we* need to do it, but because it's comfortable. Any time that happens, as easy as it may be to justify, we're creating a choke point that limits the capability of the team as a whole.
Love how this reframes delegation as multiplication rather than abdication. That schedule creation example really nails it, most managers cling to operational tasks because theyre good at them not because they need to do them. I struggled with this exact thing when I had to stop personally owning sprint planning. Felt like losing control but tuned out my team actualy improved velocity because they had better contex than I did.
Exactly. We hold on, not because *we* need to do it, but because it's comfortable. Any time that happens, as easy as it may be to justify, we're creating a choke point that limits the capability of the team as a whole.