One of the joys experienced by a new manager is having an array of people to call on to "get it done."
One of the challenges experienced by a new manager is having an array of people to call on to "get it done."
I can't think of a role that's more challenging than managing, at any level. One of the traps, though, is a mistaken sense of what delegation is all about.
It's the successful manager's job to:
1. Help people perform.
That means you have to spend time focusing on the people who do the task, not just the task.
Who needs help? How much? How much is too much? How often do you need to follow up to see how things are going? When you follow up, what do you really need to do to be helpful? (It may be to get out of the way, explain how to do something in detail, or something in between).
2. Invest in people, don't use them.
We agonize over how to invest our earnings so that we reap personal financial growth.
When we delegate are we asking, "How can I invest in this person in order to benefit all of us over the long run?"
Or is the question "What can this person do for me?"
Each question leads to a very different outcome. One is personal and organizational growth. The other is a sense of using and being used.