One of the joys experienced by a new manager is having an array of people to call on to
“get it done.”
the challenges experienced by a new manager is having an array of people
to call on to “get it done.”
I can’t think of a role that’s more challenging than managing, at any
level. One of the traps, though, is a mistaken sense of what delegation
is all about.
1.Help people perform.
That means you have to spend time
focusing on the people who do the task, not just the task.
Who needs help? How much? How much
is too much? How often do you need to follow up to see how things are
going? When you follow up, what do you really need to do to be helpful?
(It may be to get out of the way, explain how to do something in detail,
or something in between).
2. Invest in
people, not use them.
We agonize over how to invest our earnings so that we
reap personal financial growth.
When we delegate are we asking, “How can I invest in this person
during this task in order to benefit all of us over the long run?”
Or is the question “What can this
person do for me?”
question leads to very different outcomes. One is personal and
organizational growth. The other is a sense of using and being used.
3. Be alongside,
in front of, or close behind–but never absent.
No one–no one–is
successful alone. However, it’s really easy and unbelievably common
to fail by thinking we can do it alone.
So the best managers I know live out a model that
clearly shares responsibility. They provide direction and support; their
people ask questions easily as a result of the “we’re in this together”
What’s up in
your management/delegating life?