Delegating

Anyone in your organization doing the work of a team because he or she doesn’t delegate? Most leaders find delegating takes a lot of effort. Effort that is worth expending because everyone’s success, the executive, team, and organization’s, depends on it. What can make the effort successful?

Here’s a scenario: You need a financial report illustrating the fiscal health of your department over the last 6 months. You could generate the report yourself but a few of your team members could also complete the project.

Where do you start? Have a conversation to clearly define what you need and when you need it. Talking through the project provides you and your staff member an opportunity to uncover the details and create a roadmap.

Beware … of a command and control approach – telling an individual what to do, getting the “I understand” head nod, and then dismissing the person to do what you’ve asked.

Next, set up a schedule for monitoring progress and then follow through. It is great news if things are moving forward as needed. If things are not going well you have the opportunity to support your employee to get the project back on track. Let me repeat … support your employee to get the project back on track … not take over completing the work.

Ask questions to get to the root of the situation. Some possible reasons things aren’t going well include

· additional detail or clarity is needed
· additional resources are needed
· competing priorities exist

Notice that “your staff members are incompetent, lazy, saboteurs” is not on the list!

You may go through several cycles on the path to project completion – stick with it. Delegating frees up time for you to focus on strategic issues, communicates that you trust, respect and value the people working for you, and develops tomorrow’s executive leaders.

Effective delegating does take practice. Learn to be the guiding hand that supports others to achieve superior business results.