1. I only retain tasks, which have direct consequence for business creation or to figure the NEXT big thing

2. I follow a structure while assigning and monitoring work of my team

3. I expose my team to challenges that flip their perspectives and monitor their progress

4. I assign work, which enhances their operational efficiency and is in sync with their interests

5. I maintain a balance between operational and strategic tasks, while allocating work to team

6. I regularly conduct reviews for tasks that I assign to understand progress and provide regular support

7. I give tasks to team members outlining my expectations, objectives; realistic deadlines and review dates

8. I know my teams forte in segments like operational tasks, conceptual curation, research and managing details

9. I know the work-preferences, aspirations and ambitions of my team

10. I have a concrete view about teams' strengths and area of opportunities

11. I leave people to figure out course of action through independent trial and error

12. My reviews are restricted to unstructured dialogues or matter of fact conversations with team

13. I get my team members into action, a day before the final delivery or deadline

14. I prefer assigning work to my team without delineating expectations, milestones and outcomes

15. I often get stuck in dialogues on the final output v/s my expectations

16. I involve myself only in final reviews to understand how the final product has shaped up

17. My work-allocation is based on transient priorities and hazy triggers

18. I often share an idea and leave the team totally to work on it

19. I assign work to my team as it comes and not choose it deliberately

20. I give tasks, which makes them work on ground

21. My tasks for future often get delayed in pursuit of managing current tasks

22. Many times, I find myself working on the tasks already assigned to the team for the sheer need of control

23. I often fret till the last moment for my team to complete tasks, so that I can refine it further

24. I have this compulsive need of perfection, manifesting in modifications, amendments and refinements

25. I am not comfortable with idea of assigning complete work to my team members

26. I don’t appreciate extra inputs, perspectives of team beyond the point of my expectations of deliverables

27. I sometimes fear sharing substantial work with my team for the fear of losing control

28. I like to keep the work for FUTURE CREATION, largely with me

29. I leverage my team in a way, which makes them better at their current job only

30. I predominantly utilize my team for transactional work