5 Points Essential to Leadership
Ever since I began working as an executive coach my clients have shared that they have trouble delegating to their team members. I have found that many managers delegate using the same outdated methods. They commonly use the popular “if I say it you should do it” or “I’m the boss” dictatorial method of leadership. Some even employ the old chestnut “If I say ‘jump’ you say, ‘how high?’” And a majority rely on passing out duties or tasks and then hoping for the best, without any follow up whatsoever. None of these models are designed to successfully achieve a goal or increase initiative in those who are being delegated to. So, my clients find themselves, again and again, frustrated that nothing gets accomplished and disappointed in the people they have hired. A lose-lose cycle for everyone involved.
What I also find, for those who think they are delegating effectively, is that they leave out two essential parts: setting a timeline and making an agreement. Setting a timeline is essential for achieving goals. Without a timeline, goals are only ideas. And setting a timeline with your employee demonstrates respect for their time and gives you both a realistic sense of what is possible and when. Then, when you discuss how to get xyz accomplished in abc time frame you make an agreement. This solidifies the ask and creates ownership for the employee; and ownership is what all leaders want their team members to exhibit.
Knowing all this, I sought to create a clear, updated model of delegation for my clients to follow; one that included the timeline as well as the agreement. Thus I created a delegation model I call “The 5-Point Method” that can be applied to this essential aspect of leadership: delegating tasks & setting expectations with your employees. The thinking is simple, that when you can share your vision, specifically involve your employee, give a realistic timeline, set an agreement and then follow up, things will get done. Here’s how it works:
Share your vision & goal: It’s important that you are precise, give detail, express your thoughts fully and show how important it is to you. Then ask questions to ensure that your employee understands what it is you are asking him to do and if he knows how to achieve it.
Include your team member(s) in your goal: Share why they are essential to this goal/task/job and then set your expectation. It can be low (“since you’re new I want you to give this a try”) or high (“as a senior manager I expect you to take the lead on this project.”)
Determine a precise timeline: This is a conversation; find out if what you need is achievable in a given time period in order to encourage ownership of the timeline by your employee.
Manager: “I’d like this done by end of day tomorrow but I realize you’re busy. What is realistic?”
Employee: “Let’s see, I’m running an event tonight and doing employee reviews tomorrow morning and afternoon, so I will need another day. Can I get it to you by end of day Thursday?”
Manager: “End of day Thursday will work for me.”
Make an agreement: Have them recap the conversation; this ensures comprehension of the timeline, and importance of the task, and the details of the task/goal/project you have assigned. The agreement creates accountability. You are building accountability through delegation and empowerment.
Follow up and acknowledgement: It is so important to respond; your response ties this up with a bow. Reply to the email they send, acknowledge in person, or acknowledge in the next meeting with the team. Acknowledgement establishes that they have been successful, or, if they have been unsuccessful it helps highlight what they must learn/develop/master in themselves. Growth is a group effort: give feedback and follow up so your employee can learn, take ownership and progress in his or her role in your company.
Oftentimes most leaders use points 1 & 2 but they often leave out 3, 4 and 5. And these are the building blocks of successful delegation. I invite you to use this tool and discover how it impacts your ability to involve your teams and move the needle forward in your goals. This method also works for setting expectations with your team and even with your clients. I used this in a training for a sales team to help them set reasonable expectations with their clients and it helped them a great deal.
Having a model that works is essential to becoming a strong and confident leader. Use the 5-Point and even share it with the other leaders on your team to ensure that you’re moving forward, seeing progress and accomplishing your goals…together.
