Most employees come to work and are eager to do good work. They also want to develop mastery, according to studies reported by Daniel Pink in his book Drive. Yet, often we see managers stifling the
engagement of the employee.
One way we do this is by delegating too specifically. Suppose I want the employee to rearrange the shelf of product on aisle 3? If I tell them that I want the larger cans on the bottom and the
smaller on top they leave with the idea that I don’t trust their …