“Don’t delegate if you want it done properly”
A few days ago I answered a question on delegation on LinkedIn and then on Friday was having a robust discussion on delegation with a friend in my network and thought I would share the discussion with you.
“Delegating could harm a career and promotion prospects”
Was the statement made by the senior manager in my network. He reasoned that obvious errors cost the business money and impacted on mission critical outcomes. Then with the time taken to recover from from errors delegating tasks took up valuable management time and could “harm his career and promotion prospects”.
“Management style didn’t encourage mistakes”
It seemed that his “management style”, and that of the business, didn’t tollerate mistakes. I pointed out that if the management don’t tollerate mistakes then there will be little room for experimentation. If people can’t experiment then, those that use experimentation to learn, will become frustrated and tend to leave to businesses that will allow it.
Experimentation is healthy. It’s how we learn to improve at any hobby, computer programme and game, even how to socialise and make friends. But, it seems that when people become managers they often have to be trained in how to encourage and manage it.
In any event lack of experimentation, from my experience, only helps competitors forge ahead with more efficient processes, products and customer focussed thinking.
The process
I explained the process my mentors showed me and which I’ve have adopted and train:
a) Discuss the subordinate’s idea with them. Be open minded, highlight potential problems as you see them, business issues and consequences of success and failure.
b) If the subordinate still wants to proceed then discuss the process they will be using and then provide support (physical as well as verbal) and have a plan to pick up the pieces.
c) If the subordinate is successful. congratulate and say how delighted you are and tell everyoneone else what a success it’s been. If it’s not a success then discuss the reasons with the person, then ask how they intend to recover the situation. Again provide increased support but don’t blame, chastise or bad mouth to others – (after all you made the decision to allow the experimentation and would have looked good if it had succeeded).
d) Turn the entire process, success or failure, into a learning situation by analysing what went right / wrong with the subordinate and what could be done differently next time. Either way make the subordinate “feel good” about the process and your support.
I’m not sure my friend was convinced by my arguments. Then I must admit he’s been secure in his current job for the past twelve years, despite higher than average team turnover and mediocre company results and doubtless will be there for a good while longer!
