Management Skills – Delegation

glenngooding — Wed, 27 Apr 2011 18:30:06 +0000

It seems that one of the most under used management/leadership skills in corporations and organizations in general today is the skill of “Delegation.” As I facilitate workshops, I find that leaders/managers in organizations are afraid to let go, even when they have highly skilled employees who could take on tasks that would allow the leader/manager to spend time doing things that would make a greater impact on their organizations and at the same time build the skills and confidence levels of their employees.

Many state reasons for not delegating, most all being completely invalid. Reasons such as:

I would lose control
it wouldn’t be done the way I would do it or as high of quality
it takes too much time
they don’t have the skills
what if they make a mistake
etc.

As I mentioned before, none of these are valid excuses for not delegating. You don’t lose control because you set up check points to review the person’s progress toward the end result. This allows you to also check on the quality and accuracy of their work. It does not mean you take the work back and do it yourself, it means you coach the employee.

Will they do the task the way you would do it? Probably or not! They may even do it better than what you would do it. Will they make mistakes? There is a chance they might, but in your reviews you can coach to correct them. Besides, all of have made mistakes and that is one of the ways we learn.

So, what are the benefits from “delegating?”

The first being that it frees up some of your time.
It develops the employee’s skills and confidence levels.
It illustrates “trust and confidence” in the employees abilities.
It builds a relationship with the employees
It builds a team approach in your organization.

Delegation is a definite process and is not the “dumping” that we see occurring in organizations today. In the delegation process, you have to define what it is that you want to delegate and whom you will delegate the task.

You have to then sit down with the employee and have a conversation to determine if they are capable of handling the task and if it is something they are interested and willing to take on. This requires some salesmanship on your part. Explain why you chose the person for the task and what is in it for them.

Explain the task in detail and state the end results or deliverables expected and within what time frame. Ask the employee if they see any obstacles and what resources they believe they will need to complete the task.

At this point, put your lips together and listen. This will give you an idea of their competence to complete the task and whether they will require some additional training. Once you have listened, then let them know you expect them to be successful in completing the task.

You can set check-points with the employee which will give you information as to the quality of work and the progress they are making toward completion of the task. Thank them for taking the task and ask if they have any further questions. Make sure you offer your support and encouragement.

Do not take the task back away from them. Spend time coaching and encouraging. Taking the task back would only destroy their confidence, but also destroy the trust you have built with the employee.

Keep in mind, that managers only manage processes, but leaders lead people! Can you be both? Yes, but you must develop the skills and build the trust and relationship with all of your employees.

A Little Down-Time and A Look At Generation “Why”

glenngooding — Sun, 14 Nov 2010 23:55:29 +0000

It is that time of year when things slow down and I have an opportunity to relax and do some additional research on the latest trends in Management and Leadership Development. One issue of interest is management’s misconception about “Generation Why”. The opinion is that when a person of this generation is given an assignment, the first thing that comes out of their mouth is “Why” and it is a challenge to the manager.

While it may seem that way, it is indeed a misconception. The reason “Why” is heard is not a challenge to the managers authority or a push back on what they are being asked to do, but a request for information so the person can understand completely what they are being asked to do.

If the manager will indeed take the time to explain what and why about the task they are asking the person to do, they will get exceptional results. This generation loves a challenge and wants to understand. So, it behooves the manager to take a little extra time and explain things. This is a very talented generation that becomes bored easily. Growth, Challenge and Opportunity are the keys to this generation. So, work with them on explaining “Why” and give them a hand with their social skills this little effort on your part will result in a very valuable and productive employee.