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Dick Daniels
a book bubble about
Leadership Briefs
Business & Investing
Author Insight
How to Delegate to Develop Team Members
Leaders to often make the short-sighted mistake of saying, "I can do it faster and I don't have time to train anyone to do it." The long-term benefit of learning how, when, and to whom to delegate is an investment in the future. It requires a long-term perspective. Fail to make the investment and you become the bottle neck to organizational growth and team member development. Dick Daniels www.theLDG.org
Book Excerpt
Leadership Briefs
LEADERS ENGAGE TEAM MEMBERS AT DIFFERENT LEVELS OF RESPONSIBILITY AND AUTHORITY
» When developing team members with no responsibility and no authority for a new assignment, leaders say, “Shadow this team member who is a subject matter expert and learn everything you can about this project.”
» When developing team members with limited responsibility for a
new assignment but no authority, leaders say, “Participate with the project team to learn what each member does as part of the team.”
» When developing team members with limited responsibility and limited authority for a new assignment, leaders say, “You will be responsible for this specific role on the team to help complete the project.”
» When developing team members with full responsibility and full authority for a new assignment, leaders say, “Now you own the responsibility for this project and have full authority to execute. I am moving on to other responsibilities but will continue to check in with you. I am available at any time to discuss this new assignment with you.”
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