Subordinate Growth #3: Delegating Doesn't Help Subordinates Grow. The Cause Was 'Environment Design' — Why 'Self-Driven Subordinates' Are Created —

Even though I delegate work to my subordinates, for some reason they don't grow.

There was a time when I felt that way, too.

However, I realized something at one point.
The problem was not 'how I delegated'.

To put it simply, the point is
not 'delegation of authority' but 'providing an environment'.

Since changing to this way of thinking,
my team members have started thinking for themselves, creating their own policies, and taking action.

In my team, for example, we had conversations like this.

“A, how was your work today?”
“B, how will you approach that client?”

These kinds of comments were not made by me, the leader, but
were naturally made by my No. 2 member.

I had entrusted my No. 2 with
the development of two or three young to mid-level employees.

However, that was not a 'specially delegated task'.

I had assigned it as 'their role' from the very beginning.

There were also scenes like this.

“Sales in field A are down from last year.
Let's focus on product B in field A this year.”

Setting such policies is usually the role of a leader.

However, in my organization, it was different.

The person saying these words was
not the leader, but a member on the front lines.

• How to increase sales

• What measures to take

• How to move the team

They thought about these things themselves,
put them into words, and took action.

In other words, they

were not 'people who act on instructions,' but rather
stood on the side of 'creating the policy themselves.'

I believe this state is exactly
what it means for 'the environment to be functioning.'

What is important here is
not 'how to delegate,' but 'how to perceive it.'

The commonly used term 'delegation of authority' contains

That is precisely why

it becomes easy for

• you to become concerned,

• you to interfere,

• or you to be unable to fully let go

to occur.

On the other hand, the 'provision of an environment' that I think of is different.

Then,

the following changes occur:

• The leader loses the feeling of having 'delegated' something.

• For the subordinate, it becomes 'their own work' rather than 'work they were assigned.'

And as a result,

And as a result,

Even if the work is slightly difficult,
it does not become a 'special challenge,' but rather

**'a challenge within routine work.'**

I believe that creating this state
is the 'provision of an environment' that leads to a subordinate's growth.

To summarize so far,

I believe 'provision of an environment' means

・Not just delegating, but handing over as a role
・Handing over the space to think as well
・Incorporating challenges into routine work

is what I consider it to be.

How to provide an 'environment' for each layer

From here on,
I will write more concretely about
how I have actually provided an 'environment'.

I divided my subordinates into four main layers
and changed how I interacted with them.

Image of layers and roles
Young employees: Take on small responsibilities and foster proactivity
Mid-level: Lead the team and increase self-propulsion
Veterans (No. 2): Manage the organization and make decisions
Veterans (Specialists): Provide value to the organization through expertise

① Young employees: Give them a 'place of responsibility'

Young employees still have little experience,
so you cannot suddenly delegate large tasks to them.

Therefore, what I provided was

**'a place where they have responsibility, even if it is small.'**

For example,

• Entrusting them with the promotion of a specific product

• Having them speak about that product in meetings

• Having them report progress and issues in their own words

are such forms.
Of course, I do not delegate everything completely.

While senior employees accompany them,
I also get involved as necessary.

However, what is important is

**'placing the subject of responsibility on the person themselves.'**

By doing so,

• a sense of being entrusted

• a mindset of taking ownership

• a sense of responsibility to see things through

will gradually develop.

The accumulation of these 'small environments' becomes the foundation for taking on challenges.

2. Mid-level: An 'environment for self-propulsion' to move the team

For mid-level employees, provide an 'environment' that is one level higher.

For example,

• assigning them as a mentor for new hires

• leading a group as a person in charge of a specific field

• entrusting them with setting goals and planning measures

and so on.

Here, it is already required that they not only

'think and act for themselves' but also 'influence those around them.'

Of course, we will align with the leader's policy, but we will not give instructions on the fine details of how to do things.

Also,

• coordination with other groups

• cross-organizational initiatives

will also be part of their experience.

Through these experiences,

the awareness that 'I am on the side that moves the organization'is born, and
a perspective as a leader is cultivated.

3. Veteran (No. 2): A 'Decision-Making Environment' to Entrust the Organization

For the No. 2,

**'An environment where they can act as a substitute for the leader'** is provided.

Specifically,

• managing several mid-level and junior employees

• entrusting them as a single team

• having them take responsibility for the growth and results of members

are examples of this.

Also,

• responsibility by field

• roles that span across groups

are also assigned to them.

What is important here is

**'entrusting them with judgment.'**

By repeating the process of making judgments in a position of responsibility,

• their perspective rises

• they acquire the ability to see the big picture

• they acquire the mindset of a leader

will become possible.

As a result,

an organization that functions even in the absence of a leader, a
self-driven team will be formed.

4. Veterans (Specialists): A 'Specialized Environment' to Maximize Value

Among veterans, there are also those who demonstrate their strengths through expertise rather than management.

For such members,

provide a "place to master their expertise."

For example,

• having them take on deep responsibility for work in a specific field

• having them demonstrate their abilities in areas directly linked to results

are some ways to do this.

At the same time,

• mentoring younger staff

• supporting other members

are ways to have them expand their contributions to the organization.

Rather than forcing them into management,

leveraging that person's strengths is what I believe leads to overall organizational results in the end.

Creating a 'State Where Taking on Challenges Is the Norm'

By providing the 'environments' described above,

subordinates will,

While maintaining a sense of being entrusted with tasks,
they will come to see it not as something special,
but as 'their own work'.

As a result,

taking on challenges becomes the norm,
and they grow naturally through their daily work.

What is important here
is how the leader engages with them.

Without interfering more than necessary,

• make them think

• make them act

• make them reflect

It is about keeping this cycle going.

Of course,

you should correct their course when they are about to drift significantly off track.
Support them when necessary.

However, what is even more important than that

is to let them gain 'actual experience in taking action'.

People do not grow just by thinking.
It is only by taking action that it becomes learning.

This cycle of 'think → act → reflect'
gradually accumulates within the subordinate.

And that

'I might be able to do this'

leads to that feeling.

I believe this 'cycle of confidence' is the element
that accelerates a subordinate's growth.

I will write about this point in detail
in the next chapter.

Conclusion

Up to this point, I have written about 'providing a space for challenges'.

I would be happy if there is even a small part that can serve as a hint in your daily management.

The growth of a subordinate is not something that happens overnight.

I myself have arrived at this form little by little while repeating trial and error.

That is precisely why,

'I think I am delegating, but it is not going well'
'I don't know how I should be involved'

I hope that this content will be of some reference to those who have such worries.

If this article

'Was helpful'
'I want to try it in my own workplace'

If you feel that way, I would be happy if you could support me with a like or a follow.
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Next time,

I will write more concretely about 'self-efficacy', the fuel for growth.

I would be happy if you continue to read it.

This content is compiled in a magazine as the 'Subordinate Growth Series'.
▶ Click here for the list of the Subordinate Growth Series (Magazine Link)

I think you will be able to understand it more three-dimensionally by reading the other articles as well.