Career
Leadership
Get things done through people, not despite them
Novice
Mastery0%
Novice
Career
Get things done through people, not despite them
Novice
Subdomain
The shift from doing to leading requires genuine delegation: handing off the problem, not just the task, while maintaining accountability without micromanaging.
Situational Leadership (Hersey and Blanchard)
A leadership model that prescribes matching the style of leadership (telling, coaching, supporting, delegating) to the development level of the individual employee for a specific task.
Open
Delegation: The 70% Rule
The management principle that work should be delegated when someone else can do it at least 70% as well as you, because the long-term development benefits to them and the time freed for you outweigh the short-term quality gap.
Open
OKRs
A goal-setting framework where ambitious qualitative objectives are paired with measurable key results that define what success looks like.
Open
Span of Control
The number of direct reports a manager can effectively supervise, which varies based on the complexity of work, the capability of reports, and the amount of collaboration required.
Open
Psychological safety
Amy Edmondson's construct: shared belief that the team is safe for interpersonal risk-taking.
SBI
Situation, Behaviour, Impact. A structured feedback model that anchors criticism in observable behaviour.
Radical candor
Kim Scott's framework: caring personally and challenging directly simultaneously.
Ruinous empathy
Caring personally but failing to challenge directly. Nice but withholding honest feedback.
OKRs
Objectives and Key Results. Ambitious objectives paired with measurable key results. 70 to 80% attainment expected.
Situational leadership
Hersey and Blanchard's model: leadership style should match the employee's development level for the specific task.
Span of control
The number of direct reports a manager can effectively supervise. 5 to 7 is typical for knowledge work.
First 90 days
Watkins' framework for leadership transitions: diagnose the situation type, listen first, secure early wins.
Power distance
Hofstede's cultural dimension measuring acceptance of unequal power distribution. India scores high.
Delegation
Handing off an outcome with appropriate authority and accountability, not just a task with instructions.
Managing up
Proactively managing the relationship with your manager to ensure alignment, information flow, and access to decisions.
Turnaround
One of Watkins' five situation types: a failing unit that requires rapid decisive intervention.