The Courage to Delegate to Strengthen Your Organization: Who Will You Delegate Your Work To?
Company presidents and managers always seem busy.
"When will my subordinates finally become fully capable?"
"It's too risky, I can't bear to watch."
They sigh like this...
Today's theme is the courage to delegate
By delegating, your organization will become stronger!
Why can't you delegate?
If I delegate to a subordinate, something terrible will happen.
Don't you think that way?
One company president said he genuinely believed that "if I delegate to subordinates, the company will go bankrupt."
That's why he works so hard, thinking he has no choice but to do it himself.
The idea is that it's easier to do it yourself than to deal with the trouble that arises from delegating or having to handle the aftermath.
That might be correct in the short term, but the question is, how long will you keep doing it yourself?
Furthermore, a company where the president works harder than anyone else cannot grow beyond the president's own capabilities.
There is an order to delegating
Suddenly saying "I'm leaving this to you!" and dumping it on them is just passing the buck.
This is not good.
There is a proper order to delegating.
Explain the purpose and get the other person on board. Explain the significance of the work, the other person's growth, and the expectations of the company or organization to encourage a positive attitude and motivation.
Teach them how to do the work. It is also effective to provide materials and set up an environment so that the other person can understand.
For methods on how to teach work, refer to this as well!
Follow-up after delegating is important
Once you have taught them, it is not good to just leave them alone thinking, "You can do it now, right?".
Assume they might not be able to do it,
but without interfering with small details,
it is important to maintain a stance of watching over them from a slight distance.
Create a system for them to report back periodically
Check in occasionally to see if they are having any trouble.
Check the deliverables to ensure there are no issues with quality or deadlines.
These are some ways to check the situation.
If they seem to be struggling, it is best to help them think of a solution together.
After delegating, focus on support rather than giving instructions.
If you convey your expectation that you want them to be able to do it, their motivation will increase.
Delegating is about building a system.
By delegating, an organization grows.
It is a famous story that Konosuke Matsushita of Panasonic (formerly Matsushita Electric Industrial) was physically weak and had no choice but to delegate to his subordinates. By creating a system of thorough delegation, the company grew into Japan's top electrical manufacturer.
If you do not delegate, the capabilities of the entire company (organization) will be limited by the abilities of the top leader.
In that case, growth as an organization is impossible.
If delegating leads to a major problem, where does the responsibility lie?
It is cruel to hold the person in charge responsible, and it is bad for the organization. No one will be happy.
The person who delegated the task must take final responsibility; you need to delegate with that level of resolve.
Manage risks thoroughly. It is also important to have a system in place to prevent major problems.
It is okay to delegate everything; move on to the next stage.
If I delegate all my work, won't I have nothing left to do?
There is no need to worry about that.
If you can delegate everything, that is a job well done.
You should move on to the next stage and create new work.
In particular, it is good for a president to delegate their current work to subordinates and take on new business.
If delegating becomes the norm, the speed of organizational growth will accelerate.
There are commonalities in the conditions for good companies. Good organizations have good ways of delegating.
Let's check this in conjunction with team building.
By the way, did you see the header image for this article?
It is well done.Work is delegation
It was shared and seemed perfect for this article, so I used it. Thank you.
Are you the type to delegate, or the type to do it yourself?
Which one will get further ahead?
This article was written by
Mousou Biz Planning Representative, Shigeki Kawahara
https://mousoubiz.com/
https://twitter.com/mousoubiz