The Art of Management-Delegate Don’t Micro Manage

The Art of Management-Delegate Don’t Micro Manage

With planning and recruitment considerations in preparation for the peak season fast approaching this places added responsibility on key managers and supervisors and that does also historically mean higher potential for alleged or real workplace issues and potential unfair dismissal cases.

With this in mind, one area that needs to be considered in that preparation is management of day to day operations and the leadership and positioning of the business for the longer term.

Great leaders are open to regular feedback. Great leaders also regularly delegate and definitely do not micro manage.

Examples; does the coach of a team play the captain on the field? ,does the general go into the trenches to fight the battle? No !!! they set the plan ,the strategy the direct reports accountabilities and let them get on with it

With that in mind this, how do you know if you need to delegate more?

  • Red flag No. 1:You say things like, “I’m overwhelmed. I get sucked into too many meetings,” or “I’m drained by all of the decisions that I have to make.”

  • Red flag No. 2: Your ability to unplug can only be measured in hours, not days or weeks.

  • Red flag No. 3:You don’t delegate a task because a portion of the process is complex

  • Red flag No. 4: You once tried to delegate a responsibility and it didn’t go well, so you the task back

  • Reg flag No. 5:You find yourself stuck in a decision bottleneck, leading to inaction on many fronts.

  • Red flag No. 6:You aren’t happy or fulfilled at work.

  • Red flag No. 7:You claim you don't have time to delegate or train someone.

How many flags resonate with you?

· Perhaps, as a leader, you've been able to keep on top of many areas for years, but as the business grows or becomes more complex, it becomes unsustainable.

· Leaders often feel they can carry the whole company on their back.

· You are a fix-it person or think you are and have the best of intentions and it feels good, however generally the result is that your most important decisions and actions get delayed because you are too busy putting out fires

· Your reports are waiting for you instead of having a plan and a process then let them get on with it

· Sound familiar?

· The cumulative effect of the above red flags leads to less energy and excitement about work and more significantly, there are critical projects or tasks that are not getting your attention.

So, what do you do?

One of the most difficult transitions for leaders to make is the shift from doing to leading. There’s a psychological shift to focus your attention on areas that are vital to the company and become less involved in the daily tasks.That shift can bring about fear. “What will happen if I let go and delegate that responsibility?, will I be able to make the transition to my new role and focus?, will I be seen as less vital if I delegate certain tasks?, no one can do it as good as me.”

It’s a leader’s primary responsibility to focus on working on the business not in the business and that means setting a plan and process and ultimately that is about the success of their people. You retain your top talent by keeping your employees engaged, empowered and letting them develop their skills to become capable managers and potential leaders. A leader’s second responsibility is to determine priorities. Third is to address key projects.

PEOPLE, PRIORITIES, PROJECTS.

Here are steps you can take as a leader to develop your ability to delegate:

· Review where you are spending most of your time. If you determined yourself in many of the red flags above, you are likely spending too much time in projects and less time on project or future planning. It’s a great start to delegate.

· Have conversations with your direct reports and ask;

1. Are you fully engaged?

2. Do you understand your role ,your accountabilities and our plan?

3. If so play execute your role, accountabilities and stay with the plan

4. In what area(s) would you like to take on more responsibility?

5. How can I empower you to make decisions within the plan we have established ?

Discuss areas for you to begin to delegate. Start slowly and limit risk or exposure as you delegate. For the company to succeed, you need your team's help to take things off your plate. Identify the new capabilities that they might need and mentor them until they have the confidence and skills to make good decisions. Does not hurt to ask what do you think?, instead of the traditional and now age old view of tell and do.

1. Make sure that you follow up regularly for the transition to succeed its simple review how the plan and process is going get feedback suggestions again what do you think rather than this is the way

2. Do well do different reviews

3. Resist the urge to take back what you delegated when a mistake is made

4. Both of you can learn from the mistake.

5. Continue to support and mentor as needed.

6. If you can’t delegate an entire process, delegate as much of the process as possible

7. Retain oversight in the portion of the process that requires your attention.

8. Measure your success by the results of your delegating responsibilities.

9. Their success equals your success as a leader.

10. But most of all do not micro manage ,ask yourself this do you like being micro managed ?

11. Set the plan the process and the ultimately the payback to the business

After a few months, ask your employees about their level of engagement and responsibilities. What support do they need? Notice if you are spending more time on people and priorities and less on projects. If things are going well, you will be spending more time on the key strategy and vision that will impact the company, keeping you more engaged and fulfilled but importantly benefiting the company.

As a general rule of thumb; look after good people they will look after your business.

FURTHER INFORMATION

Should members require further information, assistance and or support feel free to contact the THA by phone or send an email to Merv Saltmarsh ER Business Improvement Manager merv@tha.asn.au, or mobile direct on 0407 869 924.Merv has had significant experience in Business Improvement and structure and process improvement reviews our “Point of difference “ so feel free to call and or discuss in person.

Members can also have access to all of our services and much more, including the member’s area of the THA website.