I've loved the last few casts about deliverables, though the statement "don't leave without a deliverable" makes me a bit uneasy. My current line manager seems to dislike setting deliverables for all the usual reasons. More often than not he throws an unformed task to the team and expects someone to snatch it and do it. At the same time he issues more tasks than he expects to get done. He thinks tasks out loud and the team is supposed to evaluate and prioritize. It's a very organic system and has more-or-less worked.
Today he sent out a task that held the implication that one of the newer team members should pick it up. Inspired by the recent podcasts I sent out a helpful. "Is this task meant for XX or YY?" He responded with a genial paragraph about what everyone is generally working on and a "It makes sense for YY to look at this." While I know I'm not in danger for the one incident I realized that I'm falling dangerously close to the managing your manager trap. I feel that if I take the casual tasks he throws my direction and I re-propose them as deliverables it might eventually cause friction?
Is this a form of manager management? Where would the balance point be?
Many thanks to the MT community,