206: Delegate to Elevate with Yuri Elkaim

When working with a team, delegation is one of the most important skills to develop. One of our main goals as managers is to unlock the potential of our people, and effective delegation enables that to happen. However, ineffective delegation can lead to frustration and inefficiencies for everyone.

Today’s guest is Yuri Elkaim. Yuri is a former pro athlete, leading health expert, New York Times bestselling author, and the founder of Healthpreneur® where he helps health entrepreneurs, coaches, and practitioners start and scale online practices that create more income and freedom…and better results for their clients.

Yuri and I talk about creating the parameters for people to take on additional responsibility and autonomy while meeting the standards and expectations that you’ve set. We talk about creating principles, the importance of effective onboarding, and finding the balance between micromanaging and being totally hands off.

Members of the Modern Manager community get the worksheet Communication is Key, which is one lesson from Mamie’s course, The Modern Manager’s Guide to Effective Delegation. In addition, members get 90% off the full course which includes 5 modules of brief mini-lessons that help you take manageable actions to apply the learnings to your situation. It’s designed for busy managers who are ready to free their time and eliminate friction through effective delegation. Get these bonuses when you join the Modern Manager community.

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Read the related blog article: Guide Your Team Using Organization Principles


Website: https://healthpreneurgroup.com/

Instagram: https://www.instagram.com/healthpreneur/

TikTok: https://www.tiktok.com/@yurielkaim

Key Takeaways:

  • To document your management approach, imagine a scene of yourself working. Consider what you say and how you interact. If you can articulate your process, you can delegate it to others.
  • Elevate your time by delegating low level tasks below your paygrade. Maintain oversight as you delegate new tasks to ensure they are completed to your standards.
  • Use an ‘early alignment phase’ for the first two weeks during which you closely monitor the work to make sure your team member learns the new expectations properly. Small, early misses could lead to big mistakes farther down. Be available for support if needed later on when you take a step back.
  • Use your organization’s principles as guardrails so your team knows where they have autonomy and how to make decisions in alignment with your values.
  • To decide on principles, consider what situations/practices bother you and create principles that are the opposite of that.
  • Involve your team in co-creating principles. Small teams may want to consider everyone’s perspective while larger teams may focus on getting the right people involved.

Additional Resources:



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