This is the first of three short posts with some handy tips for avoiding the dangers of doing half-way decent delegation – and of being seen as vaguely competent and therefore deserving of yet more responsibility, stress and leadership burden at work!
TIP 1️⃣: Never start by describing the OUTCOME that you want to achieve.
🧭 This tip is almost too easy; starting with the Outcome is surely just a backwards way of doing things and risks having way too much clarity and direction. Better to get going with the first step that comes to mind and only then figure out where you’re going, and why, along the way. People will thank you for not overloading them with this kind of focus. 🗺
TIP 2️⃣: Always tell people HOW they should do the thing you’re delegating to them.
🔬 This is where a lot of managers go wrong, by imagining that people might have their own way of doing things. Or even, that they might come up with a better way than you had thought of. That kind of thinking is just ridiculous! It’s much safer – and offers much more scope for subsequent micro-managing – if you treat people like robots and tell them EXACTLY how you would do the thing you’re delegating to them, if only you had time to do everything. 🤖
TIP 3️⃣: Don’t offer SUPPORT or set out a process for check-ins and coaching along the way.
⛑ If they need support, what’s the point of delegating in the first place – might as well have done it yourself! If only you had the time; or the effort. Anyway, whatever, the kind of structured check-ins and coaching that supports somebody as they try a task for the first time, or learn to stretch themselves, is soooo demanding of your attention. It is boring. Please people, just go away and get on with the thing I told (sorry, asked) you to do, in the way I said to do it. Just tell me when it’s done. Whenever that is; did we agree a deadline; I forget … 🏖
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