## Problem
"When I started as a manager, I struggled a lot with delegating. I would always find it easier and faster to do things myself. I also questioned what I should and shouldn't delegate. When I started at my first company as a manager, I inherited a huge bug backlog that had not been dealt with for a year or so." 

## Actions taken
"With a team of mostly senior engineers, I decided to delegate bug management to them, expecting them to prioritize bugs over features when necessary. However this didn't work, and the bug backlog grew instead of shrinking. So instead, I started assigning bugs to specific people to get them fixed. Simple as that."

## Lessons learned
"There are things you should delegate and there are things you should not. By delegating bug management, I had delegated the prioritization of bugs vs features to my engineers and this was not their job.
Ensuring that your team is following organizational priorities is something you should do yourself. A manager's role is to make sure your team is aligned with the organization's priorities, in order for it to keep doing its job and in order for it to deliver value."

Struggling with delegating as a manager? Learn from my experience and discover what tasks to delegate and what to handle yourself for better team alignment and productivity.

When starting as a manager, the author struggled with delegating tasks. Initially, they delegated bug management to their team of senior engineers, expecting them to prioritize bugs over features. This did not work, so the author started assigning bugs to specific people. The lesson learned was that a manager should ensure their team is aligned with the organization's priorities and should not delegate the prioritization of bugs vs features.

When NOT to delegate

Problem

Actions taken

Lessons learned

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