Learning objectives :
- Place more trust in your managers while maintaining the right level of oversight
- Maintaining the right balance and letting go without losing touch with reality
- Engage your managers so they, in turn, can engage their teams
Course :
Session 1: Delegating at the Right Level
The role of a manager of managers is uncomfortable: you have responsibilities without direct control over day-to-day operations, and the temptation to "take matters into your own hands" is a classic one. Participants learn to resist this reflex by adopting a “positive bias” toward their direct reports, while establishing routines for regular contact with their team leaders to stay connected to the front lines without falling into micromanagement.
Case Study : Handling two uncomfortable situations for a manager: a direct report who contacts you directly to complain about their manager, and a manager who doesn’t convey the message we agreed on because they don’t really buy into it.
Session 2: Engaging Those Who Engage
A direct report may disagree with a strategic decision yet still need to communicate it to their teams. How can we help them do this without asking them to lie? Participants learn the "Disagree & Commit" method: creating space for the direct report to voice their doubts, helping them prepare their message, and establishing the principle that once a decision is made, it must be communicated with credibility—without resorting to the "I was told to..." excuse, which erodes trust in a chain reaction. Concrete key phrases are developed for each stage.
Case Study : Helping a direct report who is uncomfortable with a strategic decision craft a message for their team, using the "disagreement and commitment" method so they can deliver it credibly without losing legitimacy.
When you leave this workshop, you'll know...
- Empower your managers while maintaining visibility into what’s happening on the ground
- Resist the temptation to get bogged down in day-to-day operations, unless it's absolutely necessary
- Involve your direct reports in strategic decisions so they can communicate them with conviction to their teams
And it'll come in handy for...
- Avoid burning yourself out (and burning out your managers) with micromanagement
- Develop your managers and help them develop their teams
- Driving change even when you don't have direct control over its operational implementation
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