The close relationship Culwell developed with her staff offered another benefit. “Because I knew my people so well, I was able to zero in on their strengths. I could see who gravitated toward certain assignments, or who always requested to write certain types of stories. And that’s how I would make assignments. I think lots of managers don’t bother to do this. Instead, they delegate with no rhyme or reason. Worse, some even hand out tough assignments to people they know probably won’t handle them well, just to see them sweat. But I believe that if you take the time figure out what your people enjoy doing—and let them go with it—you can bet that their work will be top-notch.”
Related Story: Democracy in the Workplace
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