Managers should amplify good work, give curious feedback, delegate tasks they'd do themselves, fix then prevent problems, and let go when an employee can't succeed.
Great managers treat feedback as a way to double-down on what employees already do well. When 98% of work is solid and 2% is off, focusing on the 2% creates fear. By praising the 98% you reinforce a positive loop that raises overall performance.
Negative feedback works when you start from the assumption that the employee tried their best. Ask "Why did you do X?" without blame. The answer reveals whether the issue is a communication gap, a training shortfall, or a mistaken assumption, and the fix always lands on the manager's shoulders.
The best delegation rule is simple: hand off the work you want to do yourself. Employees love the tasks they see leaders tackling, they learn by watching, and you expose yourself to the hard parts that drive growth. This flips the usual privilege model on its head and builds future leaders.
Prioritization follows a two-step rhythm: first put out the fires, then build systems that keep the flames from starting. Managers who constantly chase the hardest problems earn the respect of their teams, while executives focus on preventing those fires from ever appearing.
Grades are noise. Teach self-evaluation and let employees own their progress. When an employee truly can't succeed, let them go quickly and apologize for the hiring and support failures. This humane approach preserves dignity and gives you honest data for future hires.
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