The delegation is a minority, still important art in business. It can work very well for you – but only if you use it well. And use it for the benefit of all involved. It's an important principle & # 39; which you will meet. And it's around a clear field of competence & # 39; responding to …
Most business owners, executives and executives have a clear strategy to utilize their talents. To quote the Stelios Haji-Ioannou founder easyJet a pioneer of short-haul airlines in Europe, in his latest magazine: –
"They found out what they are good at we deliver the rest. "
Nothing amazing about them. Yet so many officers fail to do this. They sit on content they are not good at all for a variety of reasons, and the main actions are made late, or anything, or worst of all, never at all.
A delegation through your people actually solve this. However, you need to make sure that they have the skills you do not have (which means you can create people who can ) creatively.
These people are able to learn the content you want to assign and even add it, with your own special features, to carry it better than you can yourself.
But they need help to get this right. Picture something hidden, in the middle of a meeting, without understanding of how far they can go.
- Think about it and take action?
- Always with you – which is not getting very effective at all, is it?
- Or take a special interest in shine on their shoes, every time you start looking around for help.
So, here are four sizes of delegations that you can cut to fit both individuals and circumstances. You tell them that they judge each case with the following documentaries: –
- Level One You make all the decisions in this field and deliver it without reference to me (the boss).
- Level Two You make all decisions about this and notify me when you take action (article).
- Level Three You make decisions and deal with me before you take action (trunk).
- Level Four Decisions in this area are so important that we make decisions by debt, before taking action (root).
The descriptions at the end of each line come from outstanding Susan Scott, if an awesome book Fierce Conversations . If you have a series of decisions you can take at the level, they will not be too disastrous if they go wrong (leaf falls off – not the end of the world). Up to the root – since mistakes here can easily be life-threatening. It's a neat counterpart.
For the boss, these levels provide some security and analysis of the ability of individuals to make the right decisions. For the individual, they know how far they can handle. This builds trust and trust.
They also know that all stages (the whole tree) exist and that they can reach a higher level if they show that they can get it right. Very rewarding and stimulating.
Having a boss who opposes setting it up clearly means that they are likely to set up individual employees to succeed and it will be around them because they need help and guidance (some might call it training!).
And a commander who is able to assign his works to people who might well do it better and to increase their talents and trust is the ultimate winner.
Ah yes. And the company grows. What about all these employees who grow in their abilities and trust and with a boss who works maximally, concentratively, using its actual strengths at its peak.