Often managers make the mistake of using delegation as a play and drive the perception that it is an excuse from their work. My earlier experiences, some managers keep forwarding emails for action. Most often the thought then wanders to can't I do this myself if told so and deliver if I am given the background and the big picture. Why or what is the value I gain from this type of delegation. And lucky I have been, some good managers who were willing to tutelage me shared their behaviour to instill the real meaning of delegation.
If you are a new manager, or have been getting feedback about improving your managerial style, the table below could serve a ready reckoner as it has done to me. This served me as my style anchor when nuturing teams in my past experiences.
|Create ||Remove |
|Channels of Access ||Information Barriers |
|Listening Posts ||Hierarchies |
|Ideas ||Biases |
|Communities ||Silos |
|Horizontal along with Vertical Alignments ||Task Segmentation |
|New Offerrings ||Old and Outdated Processes |
|Collaborative Value ||Always Fire-fighting situations |
|Multiple Decision Makers with one Veto ||Punishing People for taking decisions |
|Value System ||Non-Learners |
|Markets ||Competition |