+61 4 1203 0947
carolyn@leadingperformance.com.au
Leading PerformanceLeading PerformanceLeading PerformanceLeading Performance
  • Ambitious Female Leaders
  • Accelerating Your Career
  • Book: “Confident, Candid & Courageous”
  • About Carolyn Stevens
  • Media Interactions
    • Turning Anxiety On Its Head
    • Meetings, Bloody Meetings
    • Make An Apology Really Count
    • Why Do We Avoid Tricky Conversations
    • Strategies for female senior executives
  • Leadership Blog Directory

Delegation—It Causes Leaders And Their Teams A Lot Of Heartache

    Home Delegation Delegation—It Causes Leaders And Their Teams A Lot Of Heartache

    Delegation—It Causes Leaders And Their Teams A Lot Of Heartache

    By Carolyn Stevens | Delegation | 0 comment | 4 May, 2011 | 0

    If I were asked, “What’s the most common thing leaders don’t get right?” delegation would certainly be near the top of the list.

    I know, I know, delegation might not be the most exciting topic in the world, but heck, it’s so critical that you get it right…

    Leaders, even seasoned leaders, commonly don’t delegate enough. Some leaders delegate too much. And lots of leaders don’t delegate effectively.

    Let’s think about the costs of not getting your delegations right…

     

    The Costs Are Enormous When Leaders Don’t Delegate Like A Pro

    Just for starters…
    If you’re not delegating enough:

    • You end up with too much on your own plate, and insufficient time to take care of the bigger picture items.
    • You’re not taking full advantage of the capabilities and potential of your team members, which impairs the effectiveness of your team.
    • You’re not developing your team members, resulting in deceased motivation and increased staff turnover.
    • You’re not fully engaging your team members, resulting in productivity, morale and staff turnover issues.

    If you’re delegating too much:

    • Sound decision-making and performance targets might be at risk.
    • You might be perceived as being disinterested, unavailable, detached and uncaring, again resulting in motivation, morale and staff turnover issues.

    If you’re delegating the right amount but not delegating effectively:

    • Chances are it’ll be hard work to get the outcomes you want.
    • If you’re micromanaging, you’ll be creating the same costs as if you weren’t delegating enough.

    You might think you already know if you’re delegating not enough or too much. But I recommend that you check it out so you can be certain that you have it right…

     

    The Amount You Delegate—Here’s A Quick Fix To Get That Right

    How can you have certainty that you’re getting the amount you delegate right?

    Now here’s a novel thought —Ask each of your team members:

    • Where would you like me to back off and leave you to get the job done?
      For you, where am I looking over your shoulder too much?
    • Where are you up for more responsibility?
      What do you see me doing that I could hand to you?

     

    Your Delegation Method—Here’s A Quick Fix Get Your Method Right

    1. Delegate the objective—not the procedure.
      Create space for your team member to assume responsibility suited to their skills and experience.
    2. Have a dialogue and agree the criteria for the project.
      Jointly determine what are the quality, quantity, resources, authority and time frame requirements.
    3. Jointly decide the checkpoints.
      Before any work starts, work out the progress reporting timeline with your team member.
    4. Appreciate and acknowledge.
      Let them know that you appreciate their efforts and, along the way, acknowledge what you like a lot, and what you like less, about their work.

     

    Your Leadership Call to Action

    Go ask each of your team members the two questions about the amount of delegating you do:

    1. Where would you like me to back off and leave you to get the job done?
    2. Where are you up for more responsibility?

    And check your delegation method against the four-point checklist:

      1. Delegate the objective—not the procedure.
      2. Have a dialogue and agree the criteria for the project.
      3. Jointly decide the checkpoints.
      4. Appreciate and acknowledge.

    To create the space and structure to
    reflect and evolve as the following leader did, email me to discuss
    your situation and, if it’s appropriate, we can get you on my Executive
    or Leader Coaching waiting list…

    “You’ve helped me understand what my leadership style looks and feels like to
    others. Our regular (coaching) sessions gave me the space and structure
    to reflect… My team and my executive manager have seen my leadership
    style change for the better… a great outcome for them for the
    organisation and for me.”

     
     
     
    ABOUT THE AUTHOR:

    Carolyn Stevens has worked with leaders for more than 25-years—hundreds of them.

    She’s supported leader after leader (including those who previously struggled to confront the difficult, let alone persuasively deal with the it) flourish—and become confident, courageous and impressively influential.

    Carolyn is authentic and results-oriented. She draws on an eclectic array of approaches, tools and techniques to suit the situation.

    No tags.

    Related Posts

    • Do You Want More Accountability From Your Team Members?

      By Carolyn Stevens | 0 comment

      To be frank, most leaders spend too much time drilling down into the details of their team members’ jobs. It’s the leaders job to create an environment that has team members accepting real accountability forRead more

    • Delegation—It Causes Leaders And Their Teams A Lot Of Heartache

      By Carolyn Stevens | 0 comment

      If I were asked, “What’s the most common thing leaders don’t get right?” delegation would certainly be near the top of the list. I know, I know, delegation might not be the most exciting topicRead more

    • Great Leaders Are Like Great Conductors

      By Carolyn Stevens | 0 comment

      Have you ever seen a musical conductor put his baton down, climb into the orchestra pit and go and chat with the violinist about how they should hold their bow, or talk with those inRead more

    • Do You Want More Accountability and Responsibility From Your Team Members?

      By Carolyn Stevens | 0 comment

      To be frank, most leaders spend way too much time drilling down, involving themselves in the details of their team members’ responsibilities—rather than creating an environment that has team members accepting full accountability for meetingRead more

    • Delegation—An Oversight That Could Cost You Plenty

      By Carolyn Stevens | 0 comment

      A previous bulletin described what I perceive is THE most critical mistake that leaders make—not providing enough quality feedback to their team members. This bulletin discusses what I perceive is the second most critical mistakeRead more

    Categories

    • Communication
    • Conflict Management/Tough Conversations
    • Delegation
    • Emotional Intelligence
    • Feedback
    • I'm OK, You're OK
    • Influencing Others
    • Meetings
    • People Leadership
    • Strategic Leadership
    • Teamwork
    • Time & Stress Management
    • Trust
    • You As A Leader
    • Your Career
    • 2020
    • 2019
    • 2018
    • 2017
    • 2016
    • 2015
    • 2014
    • 2013
    • 2012
    • 2011
    • 2010
    • 2009

    Recent Leadership Blogs

    • Are You Making THE Biggest Mistake Leaders Make? 10/11/2020
    • Want To Stop Feeling Like an Imposter? 12/10/2020
    • Optimism As A Choice 14/09/2020
    • The Real Costs of You Feeling Anxious & Overwhelmed 05/08/2020

    Contact

    Carolyn Stevens

    +61 412 030 947

    email

    PO Box 196
    North Sydney
    NSW 2059
    Australia

    Privacy Policy

    Copyright 2022 | Leading Performance Pty Ltd | All Rights Reserved | Site design by Baxter Studios
    • #11829 (no title)
    • “I Don’t Have A Safe Place To Talk Through My Fears And Concerns”
    • “I Don’t Like To Admit It, But There Are Times When I Avoid Confronting A Team Member”
    • “I Sometimes Avoid Jumping In And Dealing With Tricky Situations”
    • “I’m Certain I’m Not Always Seen As A Strong And Capable Leader”
    • “I’m Not Totally Confident That I Can Always Get Others To See Things My Way”
    • “I’m Often Buried With The Tactical And Operational, Which
      Prevents Me From Having Time To Think Strategically”
    • “I’m Strong Enough And Capable Enough To Solve My Own Problems”
    • “I’m Surviving, Not Thriving”
    • “Maybe I’m Not Capable Of Being The World-Class Executive That I Want To Be”
    • “There’s A Part Of Me That Wants To Be More Courageous And Speak My Truth More Often”
    • About Carolyn Stevens
    • Accelerating Your Career
    • AFR & VA
    • Ambitious Female Leaders
    • Blog
    • Book: Confident, Candid & Courageous
    • Checkout Book Confident Candid Courageous
    • Coaching Leaders
      • Career or Outplacement Coaching
      • Deal With Your Roadblocks
      • Leader Coaching
    • Consult
    • Home
    • Homepage
    • Leadership Blog
    • Leadership Blog Opt-In
    • Leadership Blog Opt-in
    • Leadership Blog Opt-in Confirmation
    • Logged Out
    • Login (redirect only)
    • Make An Apology Really Count
    • Media Interactions
    • Meetings, Bloody Meetings
    • Privacy Policy
    • Test
    • The Engaging Female Leader Questionnaire
    • The Engaging Female Leader Thank You
    • Turning Anxiety On Its Head
    • Why Do We Avoid Tricky Conversations
    • Your Coaching Resource Centre
    Leading Performance