Delegation is the art of allowing your team members to finish tasks, own responsibility, perform at their peak and showcase their talents.
Micromanaging and not effectively delegating pop up in majority of 360-degree feedback reports that I have administered to leaders. I recently worked with a leader (let’s call him Mr Khan) to get anonymous feedback from his direct reports and peers. Lack of delegation skills, not allowing his direct reports to shine came as the common feedback point.
Initially Khan was shocked to know what people thought about him. According to him he was delegating tasks well and allowing his team to showcase their work. He was puzzled and wasn’t able to understand how else he can delegate. When a leader improves his/her leadership attributes – it’s crucial to focus on changing behavior as well as perception of his team members. This is the corner stone of Marshall Goldsmith’s coaching methodology.
I sat with Khan and discussed the two questions he would ask all of his direct reports (in One-on-One meetings) to understand and change his behavior. Khan agreed to intently listen to their answers and not make any judgment or challenge their viewpoints. The goal was to understand his team’s thinking and decide later what to change. He also wrote their answers in a notepad for future review and reference.
- In what areas you want me to involve more and give you a helping hand?
- In what areas you want me to involve less and STOP poking my nose?
Last week Khan met all his direct reports to get answers to the above questions. Their answers gave him a new perspective about delegation and ownership of tasks. It’s important to know their perception about Khan and his style of delegation. Currently he is focused on changing his behaviors and allowing his leaders to shine and own.
The crux of Marshall’s process is monthly ‘follow-up’ meetings with key stakeholders. Khan is committed to meet his direct reports every month for 5-10 minutes to check on his progress and garner more ideas to become better in delegation.
After 6 months, we plan to do an anonymous mini-survey on Khan’s behavioral changes with his direct reports to measure the progress of change and follow-up meetings. With Marshall’s framework, behavioral change is guaranteed and measurable!!!!
Are you having challenges with delegation?
Do your direct reports think you are micromanaging?
Is it difficult for you to trust people and give ownership of tasks?
To start the process of change, sit with your team, review the above 2 questions, listen to them and consciously commit to change. More importantly, commit to have a monthly follow-up meeting with them to understand your progress. All the best!
PS : I acknowledge the picture from the net.