Every time the company rolled out a new product, Ruth had to coordinate a major retooling effort to get the new items produced and shipped. The time she spent on these projects made it hard to keep up with her ongoingand duties. She'd "never been very good at ," she admitted—and while nothing terrible had happened yet, she wanted to reduce her workload, still get the work done according to her expectations, and help her people grow in their jobs. Wouldn't we all?
Many managers have likewise "never been very good at delegating." We feel it's not fair, or more trouble than it's worth, to ask others to do parts of our jobs. But becoming skilled at delegating helps us grow as leaders and demonstrate our own capabilities as managers. When the next retooling project came around, Ruth took the following steps to achieve her aims through delegating:
Pick the right delegate. Assigning tasks to the pe...(register to read more)