I lead a small team in a fast‑growing startup where resources are limited and priorities compete.
I categorise tasks into three buckets: critical, move the needle, can wait.
I break larger goals into smaller deliverables, assign clear ownership based on strengths.
I avoid micromanaging, stay close to outcomes, and intervene only when work goes off‑track.
These practices let the team move fast while maintaining execution quality and build a self‑owned culture that reduces dependence on me for every decision.