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The Busy Manager's Guide to Delegation by Perry McIntosh, Richard A. Luecke

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INTRODUCTION

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Bob looks at his watch. It is almost 6 P.M. The last member of his sales support department has turned off her PC and headed out the door, leaving him alone in his cube with a pile of unfinished work and a visceral sense that he is ineffective in his work. Glancing at his calendar, Bob sees that the next day is packed with meetings and “to-do” items. With so much of today's business unfinished, he wonders what sort of dent he'll be able to make in tomorrow's workload. “It's true what they say about a manager's work,” he tells himself. “There is too much to do and too little time to do it.”

Bob's assessment is painfully true. There ...

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