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Janet Warren, President, MarCom Capital
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Dr. Alan G. Robinson, Isenberg School of Management, Author - "Ideas Are Free"
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Ed Gerding, Chief Engineer C-17 St. Louis, The Boeing Company
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Perry Walraven, President and CEO, Performance Controls, Inc. a Subsidiary of Hitachi Medical Corporation
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S. W. Emery, Jr., Chairman and CEO, MTS Systems Corporation
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W. Lowell Putnam, Chairman/CSO, VCI (Video Communications, Inc.)
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John Heaps, President, Florence Savings Bank
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Michael Niedenfuehr, Financial Planner, Cambridge Investment Research, Inc.
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Chuck McCullagh, CFO, The Williston Northampton School
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Every organization would benefit from the material found in Ann’s audio seminar, “Meeting Mastery.”
Chuck Hatch, General Manager, Packaging Corporation of America
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Uncommon Clarity in Delegating
Delegating focuses the right people on the right things. It also helps employees to grow. But it is hard. Why? Three reasons: it involves trust or the lack of it, it creates fear of poor outcomes, and it requires clarity. As a result, we typically resort to one of three approaches:
- "It's easier to do it myself," which neither frees us to do more suitable tasks, nor gives employees the opportunity to grow
- "I must learn to delegate so here goes," and then we throw the task over the wall with gritted teeth, crossed fingers, and little faith
- We delegate and micromanage, driving everyone nuts
All of these approaches are unproductive, ridiculous, and unnecessary. To delegate more easily and effectively:
- Get clear about your desired results and any important limitations or requirements. It will always be easier to do it yourself if you don't know what you are asking! If you are having trouble, it may be because you are confusing the ends with the means. (See #2.) What outcome do you want?
- Separate expected results from expected methods. The former must be clear; the latter may be irrelevant. And remember, just because you don't know how to do something doesn't mean you have to figure it out before turning it over to someone else. If you can define the "what," can the other person investigate the "how"?
- Focus on matching capabilities to task rather than "measuring" the individual to decide if he is "good enough." If you think about brain power and integrity, it gets uncomfortable. If you try to match knowledge, experience, and skill with a specific task or responsibility, it becomes a rational discussion.
- Consider the decisions involved in the task. Does the employee need help establishing the decision criteria - the objectives, priorities, and limitations? Does the employee know which are your most important customers, products, or selling points? This knowledge seems basic to managers but is rarely well-communicated to employees. During my software days, engineers were always ready to design lots of cool features that the customer didn't care about.
- If the task requires significant judgment, delegate only to someone who is fully aware of the decision criteria, the possible alternatives, and the inherent risks of each. For example, don't turn a large IT task over to someone who measures success strictly by technical accomplishments. The software might work in the end, but the organization may be littered with bodies and vacant seats.
- Talk to the employee about the process he will follow and where in that process it makes sense to get input or feedback from you or others.
- Adopt a collaborative attitude so the employee sees getting help as a smart decision not as a sign of failure.
- Acknowledge, discuss, and manage risks openly. No one grows without risking failure. Create an environment that is prudent but forgiving.
© 2011 Ann Latham. All Rights Reserved.