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Many managers, I am sure, pride themselves on their ability to delegate. But I am equally sure that many delegates feel the pride to be misplaced.
Hang on. You do know a delegate is a person acting for another? In other words, when you delegate, you appoint a delegate. Of course, the person you delegate in your stead can only be effective as your delegate if they know why they act on your behalf.
That's where many of us make a key mistake. We assume that if someone is competent enough, then they will perform well enough as a delegate.
And so we delegate with an abundance of what and when. And even how, although we think the person is already competent. But we skimp on why. We elaborate on the means, but not on the ends.
Basic competence is futile without clarity of outcome. Which is why you must elaborate on the ends. (Assuming, of course, that you know the outcome you want before you delegate.)
Here's my recipe to delegate effectively:
Don't just delegate. Elaborate.
Don't elaborate the means. Elaborate the ends.
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Your Friday Trigger Question:
Did you delegate, but not elaborate?
Welcome to my side of the nonsense delegate divide.
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