Really enjoyed this one Julian. "Rubrics don’t make judgements - people do," resonated strongly with me.
As for #3, I also think there's an onus on leaders to know what delegation involves. We do need all the right people, but it's also sometimes appropriate for senior management to take a backseat: provided they have the trust in their employees to do so. My personal experience of rubric/Theory of Change development is that it gets unweildly when you have more than six people in a room.
Thanks Aden! I find it works well having 6-ish people in the room too, though we often need to find ways of including more stakeholders, whether sequentially or all at once. It's amazing what my facilitator colleagues can do with 20, 50 or even 100 people! A few examples at: https://juliankingnz.substack.com/p/developing-rubrics
Fantastic reflections, Julian! Thanks so much for sharing
Really enjoyed this one Julian. "Rubrics don’t make judgements - people do," resonated strongly with me.
As for #3, I also think there's an onus on leaders to know what delegation involves. We do need all the right people, but it's also sometimes appropriate for senior management to take a backseat: provided they have the trust in their employees to do so. My personal experience of rubric/Theory of Change development is that it gets unweildly when you have more than six people in a room.
Thanks Aden! I find it works well having 6-ish people in the room too, though we often need to find ways of including more stakeholders, whether sequentially or all at once. It's amazing what my facilitator colleagues can do with 20, 50 or even 100 people! A few examples at: https://juliankingnz.substack.com/p/developing-rubrics
Lovely article! 😊