1. NEW MANAGERS
GOOD INTENTIONS,
HALF DELEGATION
Davide ‘Folletto’ Casali

2. NIGHT.EU
Manifesto Ibridi
F E L L O W
DESIGN DIRECTOR ADVISOR

3. @Folletto

4. TOAST TO A NEW
MANAGER
PART I

6. “
”
Laurence J. Peter
Managers rise
to the level of their incompetence.
The Peter Principle

7. “
”
Ben Schiller
The qualities that make people great bosses
are not how we decide who gets promoted.
Ben Schiller (2015) Only 10% Of Managers Have What It Takes

8. Management is a career change.

9. “
”
Carnegie Institute of Technology
85% of your financial success is due to
your personality and ability to
communicate, negotiate and lead.
Shockingly,
only 15% is due to technical knowledge.
Forbes (2012) Intelligence Is Overrated: What You Really Need To Succeed
Apparently from an old study.

10. “
”
Matthew Stewart
The first thing many observers noted about
scientific management was that there was
almost no science to it.
Matthew Stewart (2006) The Management Myth

11. Management tradition is full of traps.

12. TRAP 1
Knowledge
“I know more than them”

13. TRAP 2
Persuasion vs Authority
“My job is to tell people what to do”

14. TRAP 3
Ownership
“I manage these projects”

15. HALF-DELEGATION
PART II

16. …but I did delegate!

17. Power issues
Formally delegated…
…not the ability to take decisions.

18. Scope issues
Project assigned…
…but no means to reach real goals.

19. Information issues
Project assigned…
…but data withheld.

20. Vision issues
Set visions…
…not features and projects.

21. Shifting goals issues
Everything fine…
…but out of sync.

22. BEFORE
DELEGATION
PART III

23. What traits do my people have?
ASSESS

24. Skilled
Responsible
Proactive
Learner

25. Skilled
COMPETENCY
The expertise and subject
matter knowledge we have to
do our profession.
“UX Designer” “PHP Developer” “Copywriter”

26. Responsible
OWNERSHIP
The ability of being trustworthy
and taking ownership to
complete activities.
“I can give this task to her, close my eyes
and I’m sure it will be done”

27. Proactive
TAKE INITIATIVE
The ability to find the next
important thing to work on,
without anyone telling you.
“I think to better reach
our company goals we should…”

28. Learner
FIND & DISCOVER
Grow, keep up to date, add new
knowledge from other
disciplines, share internally.
“I learned this new thing,
maybe it’s interesting for our…”

29. Skilled
Responsible
Proactive
Learner
COMPETENCY
OWNERSHIP
TAKE INITIATIVE
FIND & DISCOVER

30. Hiring GrowingDelegating

31. DELEGATION
PART IV

32. agency /ˈājənsē/ n.
the capacity of a person
to act in an environment.

33. Trust
Give trust first.

34. Radical Candor
Ruinous
Empathy
Radical
Candor
Manipulative
Insincerity
Obnoxious
Aggression
CARE PERSONALLY
CHALLENGEDIRECTLY
by Kim Scott

35. Feedback
Give
Positive
Give
Negative
Receive
Positive
Receive
Negative

36. “
”
Cate Huston
When we negate positive feedback, we can
project lower confidence, which can –
ironically – make it harder for people to give
us the constructive feedback we need.
Cate Huston (2017) Learn to take positive feedback well

37. All criticism, once in a while.

38. “Shit sandwich”

39. Continuous feedback

41. https://www.ted.com/talks/brene_brown_on_vulnerability
The Power
of Vulnerability
Jun 2010

42. https://www.youtube.com/watch?v=WHpGkWdWOlA
Radical Candor
The Surprising Secret to Being a Good Boss
Jun 2016

43. “
”
Bruno Munari
To complicate is easy, to simplify is hard.
To complicate, just add,
everyone is able to complicate.
Few are able to simplify.

44. Thanks.
@Folletto
INTENSEMINIMALISM.COM