All of us know that in today’s work environment and
particularly in our larger organizations we need to delegate authority and
responsibility. Learning how to
delegate, how to train and create environments where people that are close to
the situation and close to the customer are the ones that are making decisions
are critical factors in individual as well as organizational success.
While it can be difficult to cede authority to someone
else, true delegation of authority happens when that transfer has happened and
the supervisor is no longer micromanaging but has set parameters. These parameters are more than just the goals
and objectives but are the cultural bumpers that describe now only the ‘what’
but also the ‘how’ of things are to be accomplished.
Leaders forget that when authority is truly delegated the
final authority is delegated as well. As
an example, imagine a subordinate has been told they have the authority to
schedule employees in their department.
However, when the schedule is about to be posted, the employees manager
reviews the schedule and makes 11th hour changes. In this case, the authority was never
delegated and the employee is likely frustrated thinking he had been given the
authority when actually he was only given another task.
Delegation is not abdication, and the manager is still
accountable for the success of the organization. How does the manager then provide leadership
and maintain influence in those areas that have been delegated?
The answer is actually quite simple: “Just ask”.
One of the lessons we teach our children is to not just
take things but to ask. Being polite,
asking rather than taking and using the word please are learned behaviors that
we don’t want to unlearn when we become organizational leaders and managers.
Learning how to manage by asking questions rather than
giving orders can be a huge win for both the manager as well as the
organization. People feel empowered and
enjoy their jobs when they feel supported and coached rather than watched and
micromanaged.
Remember that managers delegate not only to reduce their
workload but also to develop leaders and future managers. Leaders that have the appropriate authority
to match their responsibility thrive and grow which benefits both the
individuals as well as the organization.
