Developmental Delegation How To Kindle The Inner Spirit

Developmental Delegation How To Kindle The Inner Spirit

Developmental Delegation: How To Kindle The Inner Spirit
If you manage others, one of​ your most important roles will be to​ develop the resources that you have under you and that includes the people themselves .​
Here is​ a​ 6-step guide to​ how to​ develop people through delegation.
1 .​
Kindle The Inner Spirit .​
The first step in​ developing others is​ the belief that everyone in​ the team is​ capable of​ growth and development .​
We demonstrate that belief by being genuinely interested in​ what they are doing and helping them discover ways in​ which they can build on their strengths .​
In this way, developmental opportunities open up almost by themselves .​
In everyone’s life, at​ some time, our inner fire goes out .​
It is​ then burst into flames by an​ encounter with another human being .​
We should all be thankful for those people who re-kindle the inner spirit .​
(Albert Schweitzer)
2 .​
Get To Know Your Team’s Strengths .​
The biggest disasters in​ people management arise when we fail to​ recognize the natural abilities of​ our team .​
It’s what happened to​ Rabbit when he went to​ school .​
When Rabbit first went to​ school, he was delighted with what the instructor told him .​
Rabbit, you have fine legs .​
You hop well, spring well and jump well .​
With some guidance, you can be an​ excellent jumper .​
Rabbit loved every minute of​ the Hopping class and excelled.
Then the Head Teacher said: But Rabbit, you don't swim well or​ climb trees at​ all well .​
You must stop the Jumping class and concentrate on swimming and tree climbing.
So, Rabbit left the Jumping class that he loved and went to​ the Swimming class and Tree climbing class that he hated.
After a​ while, miserable and dispirited, he begged his parents to​ take him out of​ school .​
If only I'd been allowed to​ stay in​ Jumping, he thought .​
(Donald Clifton and Paula Nelson)
Moral of​ the story: Develop what people are already good at​ and you’ll help them excel.
3 .​
Find Jobs That Match Your Needs and People’s Needs .​
The art of​ delegating lies in​ finding a​ match between the potential of​ the individual and the needs of​ the business .​
When you find that match, you hit on a​ win-win situation: you gain and the individual gains .​
By contrast, when you delegate jobs that don’t need to​ be done, or​ to​ people who don’t have any real interest in​ them, or​ can’t do them, or​ don’t want to​ do them, you simply de-motivate and frustrate .​
As a​ result, people become convinced they’re inadequate and lacking in​ any real talent .​
Don’t try and teach a​ pig to​ sing .​
It wastes your time and annoys the pig .​
(Donald Clifton and Paula Nelson)
4 .​
Agree a​ Delegation Plan .​
When you decide to​ delegate a​ job to​ someone in​ order to​ develop their strengths, it​ is​ important to​ create a​ delegation contract so that you both know what is​ expected of​ each other .​
This contract can include anything you want but useful areas for agreement include: time scales; levels of​ freedom; levels of​ authority; constraints; methods of​ working; worries; how others are affected .​
You are unlikely to​ be able to​ do this without sitting down with the delegatee to​ agree the contract and then having regular chats as​ things progress.
5 .​
Let Them Go .​
Unless your delegation contract stipulates a​ very tight amount of​ control by you, you must let the person get on with things without unnecessary interference .​
OK, that may sound risky .​
And it​ is .​
After all, the delegatee may foul up .​
Well, that’s a​ risk you have to​ be prepared to​ take, since this may be the only way they’re going to​ learn .​
But unless you let them go, they won’t be able to​ stretch their wings and fly .​
Delegation is​ an​ act of​ faith on the part of​ both you and your delegatee .​
Giving people self-confidence is​ by far the most important thing I​ can do .​
Because then they will act .​
(Jack Welch, CEO of​ General Electric)
6 .​
Keep Your Eyes On .​
Working out how near or​ far you need to​ be in​ a​ delegating relationship is​ the true art of​ managing others .​
Too close and you don't give people enough freedom to​ take risks and learn; too far and they lose hope .​
One rule is​ to​ take your hands off but keep your eyes on .​
This relationship is​ similar to​ parents teaching their children to​ swim .​
At the start, they stand right next to​ them with their hands under their tummies .​
They never let go .​
Then gradually as​ the children begin to​ gain in​ confidence and skill, they move back .​
First they let one hand go .​
Imperceptibly .​
Then the other hand .​
Then they take a​ step back .​
Then another .​
And eventually they move out of​ reach to​ the side of​ the pool .​
In the end they leave the children alone and get out of​ the pool .​
But all the time and even now, they never take their eyes off them.
Developmental delegation is​ by far the most important of​ all the acts of​ delegation .​
It is​ delegation with a​ purpose .​
It grows the one resource that is​ free and unlimited, your own staff .​
When it​ works, you increase all your assets at​ a​ stroke and both you and your delegatee are the richer for it.

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