You are already good at managing via delegation and objectives! You just might not realize it. But believe it or not, you already know every step to setting a SMART goal, delegating it to another professional who you give absolute trust and autonomy to, and then evaluating the Key Results against the Objective of the goal.

You’ve done it hundreds, probably thousands of times, in fact.

Every time you order a pizza.

When you order a pizza (or whatever), you communicate a Specific (your order), Measurable (size and quantity), Achievable (you ordered from the menu, right?), Relevant (you’re hungry and this will fix it!), and Time-Bound (45ish minutes) goal. You set an Objective – get dinner to my house. And then you trusted a professional to deliver those key results to you with *no further input* from you. You don’t watch them make the pizza and correct their cheese distribution. They don’t come to you and ask you where the oven is. They’re the experts, even if right now you’re the boss.

And you’re comfortable evaluating them on the RESULTS! If the pizza isn’t good, you can give that feedback, leave a review, or simply not order from them again. At no point does it cross your mind to keep ordering from them, but get “more involved” in the process of making your food. The results drive the process.

So whenever a manager tries to lead their team through micro-management, especially when the people on their team are subject matter experts with more specific expertise than the manager has, there’s really no excuse.

Just order the pizza.

Never start with the details. The details are poison. The same “Big Rocks” concept that applies to time management applies to ideas as well; if you can’t put the big ideas into the concept first then you’ll never be able to fit them in. Whenever you set out to do something, make sure you can see – and describe – the big picture first. If you can’t, all the well-executed details in the world won’t help you.

How do you prepare with no agenda? How do you remain ambitious if there’s nothing you want?

I don’t mean there’s nothing I want. But there’s nothing specific in this moment, that I want from this opportunity. It’s just an open door, an all-you-can-accomplish buffet. And while I strive to maintain a general state of readiness for such things, it’s also good to go into a room without any desire to take anything back out.

It means I can have fun.

Very often, you’re trying something without knowing if it will succeed. When this happens, it’s helpful to know if you’re attempting a high jump or a long jump.

A “high jump” means that if you don’t succeed, you land where you started. It’s low risk, in other words. And the cost of the attempt itself is low.

A “long jump” is different. Think of jumping over a gorge to a prize on the other side. Making the jump is worth the effort, but only making it halfway is significantly worse than not jumping at all.

There are many things that are worse to do halfway than to not do at all. If your car needs a tune-up, taking apart the engine to fix it is great if you succeed – but much worse if you either don’t finish or mess it up. On the other hand, trying to repair a broken clock is a “high jump” – if you succeed, great, but you can’t really fail worse than “having a broken clock,” since that’s where you are now.

Take your risks accordingly.

All family is found. You have a clan of blood, but they got that way by being each other’s found family in generations past. Bringing in strays is a time-honored tradition and there are few things in life that will bring you more deep and lasting joy. So open your doors to the misfit toys, and gather unto you a lasting tribe. You will one day be dust; let you be remembered better.

Rabbits are a sign of good fortune. Rabbits know what’s up; if there are many rabbits about, then the place you are in is safe. This isn’t just about predators; rabbits know the weather. They know time.

Remember that every story involving you also involves other factors outside your control. Often those are other people. Don’t try to write the story before it begins; you’re too late. Influence it as it’s being told. Make it better as you go.

What is the next thing you’ll do? Do you know? What would you LIKE it to be?

The “compliment sandwich” is a bad management technique. It’s taught as way to “soften” negative feedback; you put your corrective statement between two positive ones. But it always just makes the “compliment” part sound backhanded and dismissed while also treating the other person like someone who needs to be babied.

“You’re really nice to the customers, but your sales numbers are terrible and you need to improve them or you’re fired. But cheer up, you’re always on time at least!”

Barf.

If you do want to look for strengths and positives (and you should!), find a way to connect the improvement to the thing you want to compliment them on! Try this:

“You’re so friendly, the customers just love you! I think that’s a great opportunity to bring your sales numbers up too, because everyone always wants to talk to you first. You could really be their guide to our products. Want to practice with me?”

Maybe the sandwich just needs a little dressing, but if you’re just using a compliment to “cover” negative feedback, that’s stale bread.

If you ever find yourself saying “I hope nobody gets sick,” then it’s a sign that you’ve over-complicated at least one section of your life.

Someone will get sick. Maybe you! This is inevitable. Make sure your life, like your body, can fight it off.