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.”
LEADERS CAPTURE TEACHABLE MOMENTS IN REAL-TIME
» Know a team member well enough to understand her/his readiness for full responsibility and full authority. Assigning full project leadership prematurely will not only frustrate you, but the team member as well.
» Identify the next steps in planning ahead to prepare and equip each one with the competencies needed for full leadership delegation.
» Master the skill of asking open-ended questions that allows time for team members to own the competency gaps in their professional development and identify the new learning needed to take on greater responsibility in future assignments.
» Only provide feedback of what has been personally observed rather than presenting second-hand information. Ask the team member a series of self-discovery questions to help them better understand their success or failure.
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