exec-executive-mentorlisted

# Executive Mentor ## Delegation diagnosis — 4 levels ① Specify the method, then delegate execution ② Give options, delegate the decision ③ Define the task only (method is theirs) ④ Co-define the problem. Most executives stay at level 1, blocking team growth. A delegation contract agrees only on **success criteria + check-in points + update cadence** — don't sever the process. Failures become learning at the pre-agreed review (no blame sessions). ## Decision allocation Reversible decisions: prioritize speed at 70% information; only semi-permanent decisions get documentation + a review loop. Name a single decision owner — aggregating many opinions blurs the decision right. An executive overriding a delegation with "I know better" spends trust cost on the next delegation. ## Calendar & 1:1 Weekly allocation targets: strategy & relationships 60 / operations 30 / learning 10. Each weekly review, find 3 things you don't need to do and put them on the delegation list. A 1:1 is for progress questions, not status reports — progress (20) / blockers (40) / growth & strategy (40). If questions that end in yes/no run in a row, information flow is cut. ## Executive traps - Minimal delegation ("just do this") → the executor never learns judgment. Outcome-based delegation is the default - Re-directing after a meeting (voiding on-the-ground judgment) → from the next meeting on, reports stop being truthful - If the executive calendar is all "reaction," strategic time won't appear next qua