Radical Delegation Framework

Notes

• This framework helps you assign and do work that must be done.

• It's a decision mental model because it helps you assign and do tasks.

• This framework starts with the work to be done. It assumes that you've already filtered and selected the work that you should pay attention to.

• It has 4 quadrants that you classify the work to be done:

  1. Focus deeply yourself.

     • Only you can do the work.
     • The work has high leverage.

  2. Delegate to most suitable person.

     • Various folks can do the work (the most suitable ones).
     • The work has high leverage.

  3. Set up the essential foundation.

     • Only you can set up the foundation.
     • Work here has low to medium leverage.

  4. Delegate and forget.

     • Many people can do the work.
     • The work has low to medium leverage.

• Many leaders tend to work in each of the 4 quadrants, especially 1, 2, and 3, which leads to some significant problems.

  • Leaders are overwhelmed.
  • They're unavailable to their team.
  • The team doesn't get good coaching because the leaders are overwhelmed.
  • Good folks aren't stretched because the leaders aren't paying attention.
  • Important work doesn't get done.
  • Eventually, people burn out.

• This framework allows you and your team to have the highest leverage work and best coaching.

• As this framework relies on delegations, your manager needs to understand what and why you're doing.

References

• Shreyas Doshi. Radical Delegation