Too many managers fail to delegate appropriately due to the misconception that their abilities are superior to those they manage.
Since attitudes are always reflected in behavior this creates a no-win environment for both you and your staff. This inflated sense of one's own abilities may make you feel good in the short-term but it will ultimately undermine career advancement. Micro-managing continues to be frowned upon by both employees and management.
Delegating is not about relinquishing responsibilities. It is about stretching your people so that they can accomplish tasks in the most efficient and effective manner. Remember, you are accountable for results, not by how much you personally completed.
Putting it into Practice
Their success is your success. Recognize that you ultimately depend on the skills and abilities of your direct reports. We recommend that you jointly work on enhancing the capabilities of each of your team with the use of a condensed Personal Development Plan.
Yes, it takes time. Recognize that this is a front-end investment paying long-term dividends. The sooner your staff becomes more productive, the sooner they will see you as an effective manager - with the ultimate outcome for both- being more satisfied with the job. You are expected to model tolerance and allow staff the freedom to risk and learn.
We all learn from our mistak es. Don't be in too big of a hurry to rush in and rescue a situation, unless it is imperative to do so. All individuals need to be challenged. When they are stuck ask what options they've considered. Experience with hands-on tasks will be their greatest teacher. Once you are a manager, you are expected to teach, mentor and coach.
Source: John Agno: When Doing It All Won't Do: A Self-Coaching Guide for Career Women
Barbara A. McEwen: When Doing It All Won't Do: A Self-Coaching Guide for Career Women--Paperback Workbook Edition
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