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"When you're constantly switching context between multiple projects, progress can really slow down, and it becomes hard to complete specific tasks. I remember getting stressed trying to get to all the tasks I had committed to -- especially where it was holding back other members of the team.
"That's when the now global head of science at the company, Joe Milana, advised me to be more careful about committing to doing a task all by myself, even when I knew exactly what needed to be done -- and knew I would like doing it. For example, when I think a specific type of model needs to be implemented and applied on a data set, I now discuss this with the team, but then delegate the responsibility of the final approach and implementation. Or I might code a utility for the team to use, but I make sure the effort remains outside of the critical path.
"This was essentially a lesson in effective delegation. Project team members have to make independent decisions on the details; they get greater satisfaction, and I am more effectively leveraged over a number of initiatives.
"Today, my stress levels have reduced a lot. I've learned to place trust in other people, allowing myself to be amazed by what they achieve, and obtain work satisfaction out of guiding the effort, as much as doing it myself."
Read more about infrastructure management in Network World's Infrastructure Management section.