So, do you really empower or delegate? Or, are you just playing with the process? You know how it is… For example, your boss asks you to do something; but the moment you encounter a problem, or tackle it in a different way from them, they jump back in and take over. Oh, this may be done in a “subtle” manner. They make “useful suggestions” and the like – but suddenly you know they either don’t trust you – or has little confidence in your ability to succeed Of course, equally un-nerving is the boss who asks you to do something you’ve never done before – and then doesn’t supply the initial training or guidance to help you get started – and to show how you can achieve the objective!
Thirdly, along comes the “dumping” boss. This person pretends to be empowering or delegating – when they are really doing no more than getting rid of the jobs they don’t want to do!
If you really want to empower – you have to provide the person with “ownership” of the task or project. Yes, I know that the ultimate responsibility still rests with you – you can’t tell your boss that the monthly report hasn’t been completed because you asked Fred or Freda to do it and they’ve “messed up”. If you like, your role in the “management” of such delegated tasks or projects is like a “consultant”. You are there for the person to make best use of in their terms – whilst still operating within the overall guidelines you originally agreed at the start POINT TO PONDER Remember that, as a manager or leader, your success comes through the efforts of your people. So, your role is to make best use of their experience and talents; their knowledge and contacts. Are you currently truly doing this? As President Harry Truman once said: "It's amazing what you can accomplish when you don't care who gets the credit"
Motivation - Key Question Three - Do you really empower or delegate? - To learn more about this author, visit Gordon Veniard's Website.
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