To create the time for the specific role of a leader, as much as possible of the day to day delivery must be handed over.
This level of delegation is very important, not only to create the space for the leader to develop visions and longer terms strategic goals, but also in encouragement of key individuals who will both be challenged by new activities, but will also be developed for the future benefit of the organization.
A leader’s role is to focus on those areas of operation where he or she can deliver the greatest value and this requires huge shifts in perspective of the role. Leaders differ from managers in terms of accountability.
Whilst a leader is accountable for the strategic growth of the organisation and the delivery of results, a manager is more responsible of delivery of shorter-term results through people.
These are, of course, generalisations and roles vary.
Developing others through delegation is a great way to grow skills and confidence in your workforce. Through utilising the viewpoints of others, you create the variety of solutions which might well escape you, from your own experienced, though single perspective.
As well as radically improving the quality of your workforce, the leader who works in this way also does much more for their own focus. If a job can be done at the lowest possible cost level, true with some training and on the job coaching, then that frees you up for the role you’re being paid for too.
Your Q2 time (see ‘The Seven Habits of Highly Effective People’ – Stephen Covey) multiplies and you can start to use your own creative skills in the bigger framework.
To grow and develop your business or organisation. Safe in the knowledge that you have great people around you and they are realising their own potential too.
An exercise to consider!
1. Make a list of those things you currently do, yet someone else could do.
2. Decide to give up 20% of your role to others within your organisation within a defined timescale (1 – 3 months). 50% within a year. Value your time for what your strengths can uniquely provide.
3. Check out your own, personal ‘nice-to-do’s’ rather than ‘need-to-do’s’. I.e. is it something you are choosing to do because you like doing it ahead of it being important enough?
4. Review how the extra time can be best used to deliver the more challenging parts of your role – especially regarding future goals and visions.
5. Spot check that you are also enabling others to develop and remember that they may well require clarity and coaching in new activities to start with.
Dumping the stuff you do, rather than achieving your true worth, is escapism – it is finding things to ‘do’ rather than thinking, creating, challenging and firing yourself up.
So it’s time to step up.
This article may be only used with the following acknowledgment:-
(c) 2009 Coach Train Learn! Martin Haworth is a Business and Management Coach and Trainer. For more information about First Class Coaching, Training and Learning – simple as that, checkout http://www.coachtrainlearn.com