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i think we all want that one bit of advice that if we just follow it, it's going to work every time. But i haven't found that one sized fit sole just yet. So in some cases it actually does make sense to break it down into a bunch of different tasks and delegate tasks in our problems. And this isn't necessarily just like a front line manager problem. I think it extends to senior leaders, even the co of a company. When you're coaching ceos mand how do you get them to sort of, like differentiate what it is that they can am delegate and when should like really get involved and roll up their sleeves?
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