The first thing to improve a manager’s activity leverage is to identify the leverage of their day-to-day work activities and map them based on the rules of enhancing the manager’s output.
A cross-department software development project is an excellent example of an activity that affects many people. By creating a RACI chart, defining milestones and scheduling weekly sync meetings at the beginning of the project, the programme manager helps build a clear vision and roadmap, which will significantly affect the hundreds of people working on the project for the next six months.
Leverage is time-bound. Addressing an issue when it’s in a low-damage phase is more valuable than leaving it to later. Typical examples such as defects on the production line or an employee who handed in his leaving notice need the immediate attention of managers.
Another area to look into is avoiding negative leverage. Unprepared meetings result in wasted time for all participants, which creates negative value. Delegating an urgent task to a pair of incapable hands will be more costly.
Because time is the scarcest resource of anyone and not all low-leverage activities can be eliminated, delegation is essential in improving a manager’s output.