I feel like I’m constantly switching between manager mode and contributor mode, and it’s exhausting. My team needs my input, but then my own projects are falling behind. I’ve been thinking about asking for more support or a clearer division of responsibilities, but I’m not sure how to approach it. Have any of you successfully advocated for more help in this situation?

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I’ve had this before. I typically have two IC who are skilled and capable of independently handling complex task and could troubleshoot. If you have those, keep them close and make sure to leverage them while ensuring knowledge gets cascaded to other IC.

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It’s super tough balancing both roles. When I was in a similar position, I made sure to have a clear conversation with my own supervisor about my priorities and where I needed help (they had previously been in my role so that helped a lot). Providing a clear picture of your workload in both your managerial and contributor responsibilities would help your supervisor offer guidance I think (but also yes, delegate and learn to trust your team!)

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Are you in a role where you can/ are expected to delegate?

OK, so there's a thing we call the Player-Coach spectrum. And basically, you're stuck in Player mode even though your Coaching duties are piling up.

Step 1: Acknowledge the problem. You can pat yourself on the back, you've done this.

Step 2: Look at your calendar and to-do list. Write everything you're doing in one either the Player column (i.e. Doer) or Coach column

Step 3: Estimate the % of time you're spending in either column. Talk with your own manager about what's the right balance for you. There are a lot of management roles where it's completely acceptable to have a high % of Player work.

Step 4: Once you agree what's the right balance for right now, go back to your columns and figure out what you can (1) stop doing or (2) delegate to your team

Step 5: Do not just delegate without considering the stakes of the work and the experience level your direct report(s) has. If the stakes are high or they have low experience, spend more time transitioning the work to them with checkpoints. If the stakes are low and/or they have experience, use a 1:1 to ask them to take ownership.

Extra points if you can say how the new work lines up with their career goals. If the work sucks but needs to be done, label it. Everyone knows so it's better to say, "I know this isn't the most glamorous work, but it's really important because of XYZ and I appreciate your consistency here".

Good luck!

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Our annual reviews are approaching & one of my direct reports has been with us for almost six years w/ little growth. My reco was to let him go & find a stronger, hungrier & more motivated designer at the same level. However, my boss instead wants us to promote him in hopes that will spark some motivation. I am not behind this decision & have voiced my multitude of concerns in promoting an employee who doesn't deserve it. HR is behind the decision! Thoughts on promoting an undeserving report?

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Here's what I'm replacing them with: ⤵
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2. Of course, happy to help.
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Words are powerful.

Use it wisely.

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If you wold like some assistance with classroom management or even managing your ow children, check this out.

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If you wold like some assistance with classroom management or even managing your owe children, check this out this resource.

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I had a great review and a 5.5% raise and a great bonus at my company. But I also got a new Director and a peer manager of mine left the company, so I will be absorbing her team. In addition, my director said I will be receiving 'deep delegation' from them. I don't mind more work, but deep delegation is a new term I've never heard. What does that mean lol?

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