Leading at Light Speed is a groundbreaking leadership book by Eric Douglas describing the 10 Quantum Leaps which build trust, spark innovation, and create a high-performing organization. Chapter 4 is all about how to Manage Decisions Well.
Leveraging the talents of your team creates a leader that performs at light speed. Decentralizing the decision making process is what it means. Inevitably, then, one of the keys is effective delegation.
The act of delegations is to trust someone other that yourself to make a decision. It is OK to require your team to consult with you. But once the decision is delegated, you must be prepared for a different decision than the one you might make yourself. Regardless of whom you delegate to That person has to be empowered They must listen to your views and suggestions but they must feel free to develop their own alternative solutions if they feel their alternative is a better choice.
You can delegate a lot or just a little. There’s a huge difference between handing the controls of a submarine over to a new commander and delegating to a clerical worker a project to document the number of registered taxi cabs in a major metropolitan city.. Regardless, when you delegate, you delegate all the related tasks.
Trust if the foundation of delegation. Effective leaders prepare people by mentoring them carefully and providing them increasing levels of responsibility. Your objective is to delegate some of your responsibility to another whose judgment is as sound or sounder that your own. It is best to establish ground rules and principles which define how much communication you will net to feel comfortable and informed about other people’s decisions.
Leaders need to be very focused on helping people succeed when they delegate. So what is flawless delegation? It involves the following five steps:
1. Define your expectations: Plan for the outcome you want. Provide context and background. What are the financial limitations or other constraints that must be considered Are their policies that must be adhered to legal limitations stakeholder issues You must make these clear. Define how you are going to measure success and failure. Explain how you wish to be consulted – and who else needs to be consulted. Map the relationship of the delegated decision to the overall decision-making process.
2. Describe the quality you expect: This is typically best done through examples of past successes. Take some time Allow your employees to ask questions Clarify your expectations. Make sure everyone understands.
3. Set checkpoints: Define the timetable for completion and any milestones. Make sure deadlines are written down and distributed to all concerned.
4. Offer assistance: Ask what kind of help the person might need. It’s up to you to decide if the person is ready to assume the responsibility. There is nothing wrong with offering some coaching even if it has not been requested.
5. Micromanaging is not delegation When you delegate a decision don’t micromanage. It is OK to require written status reports. But be careful lest you be perceived as reneging on your delegation.
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