Managers work in increasingly challenging circumstances and workload seems to ever increase. There are opportunities to use the capabilities of each and every one of those who work with them. Yet many managers struggle on, carrying the burden until finally, that straw comes along which breaks the camel's (aka manager's) back.

So what happens? Well, managers choose not to give tasks away, for several reasons.

• The manager may feel obliged to do most of the work - after all, that's what he believes he's getting paid for.

  There is a knowledge gap.
  
  

• He may not wish to let go of some workload because his role would then be 'let go', so makes himself look very busy and thus indispensable.

  There is a confidence gap.
  
  

• The manager doesn't have the skills to work closely in
  Can Your Business Succeed Without a Toll Free Number?
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  get a life.
  
  

  Managers work in increasingly challenging circumstances and workload seems to ever increase. There are opportunities to use the capabilities of each and every one of those who work with them. Yet many managers struggle on, carrying the burden until finally, that straw comes along which breaks the camel's (aka manager's) back.
  
  

  So what happens? Well, managers choose not to give tasks away, for several reasons.

  • The manager may feel obliged to do most of the work - after all, that's what he believes he's getting paid for.

    There is a knowledge gap.
    
    

  • He may not wish to let go of some workload because his role would then be 'let go', so makes himself look very busy and thus indispensable.

    There is a confidence gap.
    
    

  • The manager doesn't have the skills to work closely in
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    et many managers struggle on, carrying the burden until finally, that straw comes along which breaks the camel's (aka manager's) back.
    
    

    So what happens? Well, managers choose not to give tasks away, for several reasons.

    • The manager may feel obliged to do most of the work - after all, that's what he believes he's getting paid for.

      There is a knowledge gap.
      
      

    • He may not wish to let go of some workload because his role would then be 'let go', so makes himself look very busy and thus indispensable.

      There is a confidence gap.
      
      

    • The manager doesn't have the skills to work closely in
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      al reasons.
      • The manager may feel obliged to do most of the work - after all, that's what he believes he's getting paid for.

        There is a knowledge gap.
        
        

      • He may not wish to let go of some workload because his role would then be 'let go', so makes himself look very busy and thus indispensable.

        There is a confidence gap.
        
        

      • The manager doesn't have the skills to work closely in
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        some workload because his role would then be 'let go', so makes himself look very busy and thus indispensable.

        There is a confidence gap.
        
        

      • The manager doesn't have the skills to work closely in collaboration with his people and gradually allow them the trust to get on with it and get it right.

        There is a skills gap.

      Learning that management is about having a clear 'Whats' about the organisations vision and goals and then enabling individual and team capacity to come up with creative and delivering 'Hows', is hard for some managers. They are the ones who complain that there is too much to do; that senior management demands are unreasonable. Giving work up is vital. There is now no knowledge gap.

      Management is about letting go of some of the stuff to be done, trusting your people, once given clear criteria and goals and getting on with the true role, developing others, designing growth possibilities and being pro-active and not a fire-fighter. Slowly, they get it more and more right. Their results are better and better. There is now