Table of Contents

• Hello

• Delegation as Empowerment

• 1% Solutions

• What I’m Reading

Hello

What a two weeks it’s been! I’m fully mobile but still need to be careful, and have just a bit more (fingers crossed) of this PICC line (which is more annoying than painful, to be clear). Keep sending positive vibes and spirit fingers (and thank you to those who emailed and texted!)

It’s also been an incredibly busy time. I’m onboarding two new clients. But more importantly, I am super psyched to be leading a workshop next week on one of my favorite topics (cross functional change) with my favorite demographic- midlevel managers. Midlevel management has always been challenging, as these folks must manage up and down. And cross-functional change brings its own challenges. In fact, there is a recent HBR article that discuss how working against silos can lead to burn out. So midlevel managers who lead cross-functional change? That’s a double whammy. One way to alleviate burnout is actually equipping people and giving the appropriate supports along the way so that they can feel success.

If you are a school, school systems or nonprofit leader in NYC, I have two more spots available for my Leading Cross-Functional Change workshop. It will take place on Thursday, May 29th from 2-5pm in the Flatiron district. Each spot comes with a 30 minute coaching session to follow. Cost is $400 but if you sign up by Thursday, I’ll discount the price for readers only to $325. Just hit reply, and I’ll send you the info (first come, first serve).

I will continue to beat on the the drum that our midlevel managers need to be supported- not simply because they execute strategy but because they have insight as to what is happening on the ground. When we equip and empower them, we unlock so much potential for an organization.

Delegation as Empowerment

There are many reasons why leaders (and especially founders) need to begin to distribute leadership and delegate. It helps to transition an org from founder-led to leader-led. It is more sustainable. but even more so, people WANT to be a part of something. They want to work in service of a purpose. They just need to know what and how.

But there is also a fear in releasing the work. For some, it’s a matter of control over outcomes. This is especially true for anyone who is starting anything- any mistake or error is heavier as you are getting off the ground and further sets precedence. For others, it’s a concern for setting your team up for success. (This Women at Work podcast from 2022 illuminates some of the challenges. And yes, I think women often experience this differently but anyone should listen to this podcast!)

One of the first steps in empowering your team through delegation is painting a clear picture of the destination. This better empowers folks to make decisions wen you are not there by giving them a clear goal. I know we leaders THINK we are being clear, but it is my experience that people’s lived experiences and place in an org will shape how they interpret language. And when we are vague, we privilege people who think like us. Here are some questions to guide you:

• What does success look like?

• Now take out the jargon.

• How does this connect to our mission, values and strategy (note: this has to be inspirational and not jargon-y)

• What will different stakeholders be doing, saying, feeling, thinking?

• What metrics would we see? (Proxy data is fine)

Next, you’ll need to consistently practice decision making together. Think of any team sport— do folks practice by themselves, or do they drill as a team to think through how each person impacts another? Practicing decision making is effective because it (a) helps you norm but also (b) makes your team more agile and (c) can alert you and/or the leader to information you may not be privy to or thought to ask (remember- those on the ground have insights you do not!) Examine data or other artifacts together comped to picture of success you painted. Questions to consider:

1. Are we meeting the mark?

2. If yes, why? And what moves did we make to achieve that success?

3. If not, how so? What moves or factors led to that gap and what needs to be adjusted? (Note: sometimes constraints are immovable, and it’s your goal that needs to be adjusted)

4. As a follow up for #3, is there friction or a competing priority that led to that gap?

5. How can we apply an equity lens? For data, how can we disaggregate to make sure we aren’t unintentionally being exclusive? For written processes, how accessible is it? And if it’s a case study, how might our approach be non-inclusive or inequitable?

Then we need to determine the level of delegation. Not everyone will play the same role. That’s fine. But people need to know what they are responsible for doing. Questions to consider:

• Is there a specific workflow or outcome that they must focus on? How does that contribute to the bigger picture or success?

• What level f decision making do folks play? Are they doing, reviewing, recommending or acting?

• What are the situations in which you want to be looped in? (Note: I personally have found it easier to lean in more heavily at the beginning and then release. This helps to norm and resolve issues more quickly on the front end, saving time in the long run)

As with anything, this is not a one-and-done, and requires dedicating time to step back, assess and celebrate or course correct as needed.

A note for school leaders

If you are dividing up who is leading professional development and initiatives before going into the summer, be sure to be very clear on the outcomes for each session. What are the AIMs? Are they achievable in one session? How does this session build on what came before? What are subsequent sessions that this one will lead into? Also discuss how each session connects to the bigger vision of summer PD- what is the culture you are trying to achieve?

1% Solutions

• Support emerging and new leaders in owning their own development- Job embedded training (with space for practice, reflection and planning) has a significantly higher impact on one’s development than simply attending trainings. Whether you have new leaders or you are providing stretch opportunities for emerging leaders, the 70-20-10 plan is one that is not only impactful, but an effective use of time and resources. You can leverage Ed Fuel’s overview of job embedded training and this guide to creating a PD plan.

• Set aside time for (written) gratitude- I’ve seen a lot of ways for orgs to share gratitude for teammates. For me, the one that has always resonated is to set aside time for people to give thanks to each other in writing. This can be by giving each person 5 thank you cards. It could be having each person’s name on a piece of card stock. But give time for folks to do the writing, which feels more significant than the shout outs you may give in a meeting or Town Hall. And yes, I’ve kept every note I’ve received, and reread them when I’m doubting myself or ready to throw in the towel.

What I’m Reading

• The Communicators Have Spoken: How Companies Are Communicating the 2024 Election- I distinctly remember leading a school review scheduled after Election Day 2016. To say that leading a group of adults in assessing a school the day after that election was challenging is an understatement- and it was made more so because we all were not prepared. If the last 8 or so years has taught us anything, it is to not just prepare but also that communications is an essential part of any prep.

• Why Employees Who Work Against Silos Get Burned Out- I know I linked this above, but I’m adding it again here. Look, work is hard enough without adding unnecessary friction. And some friction in working across silos is necessary- you have to slow down to make sure that you are choosing the right things to change and that all stakeholders are considered. But we also need to figure out how to differentiate support for these folks. (If you are a school, this likely applies to your entire back office)