Well said! EMs have sometimes been misadvised to delegate tasks without grasping the underlying details. This approach, in my view, undermines their effectiveness. You're correct that EMs shouldn't be seen as serial delegators; their role requires a deeper understanding and involvement to really make an impact and create value for the org.
Fully agree with you. This is especially true for EMs for platform teams (like me) who don't have POs or PMs. You can't be a 100% delegator or just a resource planner. You need to understand the space, talk to customers/users and be able to influence the solution. Even on smaller teams I see it all the time.
Very well illustrated Suresh! 👏🏻
Well said! EMs have sometimes been misadvised to delegate tasks without grasping the underlying details. This approach, in my view, undermines their effectiveness. You're correct that EMs shouldn't be seen as serial delegators; their role requires a deeper understanding and involvement to really make an impact and create value for the org.
Fully agree with you. This is especially true for EMs for platform teams (like me) who don't have POs or PMs. You can't be a 100% delegator or just a resource planner. You need to understand the space, talk to customers/users and be able to influence the solution. Even on smaller teams I see it all the time.
I'd even go a step further and add "behaviours" as another step:
Ownership + Delegation + Behaviours -> Culture
Great article, Suresh!