Subordinate Growth #5: Leaders who think they are 'delegating' are often the ones stopping their subordinates' growth — The responsibility of 'running alongside' required of a leader

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

There was a time when I thought the reason for this was a 'subordinate problem'.

However, that was not the case.

The real cause lay in my own approach as a leader.

So, can you say that you continue to be involved even after delegating?

Delegating itself is not difficult.
However, continuing to be involved after that is not easy.

This time, under the theme of 'a leader's responsibility',
I will convey the essence of what I have written so far.

Up to this point,

Subordinate Growth#2 → Trust (Rapport)
Subordinate Growth#3 → Challenging Environment (Providing a Place)
Subordinate Growth#4 → Cycle of Confidence (Self-Efficacy)

I have written about these three axes.

Reading this far, some might feel this way.

'In the end, aren't you just leaving it to the subordinates?'

Actually, I have been thought of that way too.

So, what is the leader doing?

This is what I think.

The leader's role is not to 'delegate', but to 'take responsibility for everything'.

The essence of responsibility lies in the 'environment'

Responsibility here does not just mean taking the blame for failures.

・Standing in front when a subordinate fails
・Apologizing when a problem occurs

Of course, this is also important.

However, the essence is much simpler.

Taking responsibility for an environment where subordinates can grow

It comes down to this.

Responsibility across three axes

Trust (Rapport)

'How is that matter going?'
'You were working late yesterday, are you okay?'
'You seem a bit busy lately, are you pushing yourself too hard?'

The accumulation of such casual remarks builds a relationship.

Facing each subordinate individually and building a relationship, including through small talk.

This is not something you do only when you feel like it, or only when you have spare time.

As a leader, you have a responsibility to keep facing them regardless of the situation.

Not doing it because you are busy. Putting it off because you have no time.
That accumulation creates distance and causes you to lose trust before you even realize it.

That is precisely why the question is:

・Do you have the resolve to fully build the relationship?
・Are you avoiding facing them?

This is it.

A place for challenges (providing a space)

Hand over work as a role, and delegate it along with the room to think.

For example,
Instead of handing over the answer from the start by asking 'How should we proceed with this project?',
ask a question back like 'How do you think we should start?'

Alternatively,
try delegating by saying, 'Try doing it your own way once.'

It is simple to put into words, but in reality, it is not easy.

The following two are common.

・Even though you delegated, you interrupt halfway through saying, 'No, that's wrong.'
・Using delegation as an excuse, you leave them alone without checking, assuming 'it will be fine.'

Both are states of 'appearing to delegate but not actually doing so.'

The true responsibility lies in between those two.

・When they seem unsure of how to proceed, ask, 'How is it going?'
・Only when they seem to be going off track, correct their course by asking, 'Is this the right direction?'
・When things are going well, intentionally refrain from interfering and watch over them.

In other words,

Staying involved only when necessary.
That is the responsibility of not shying away from continuing to watch over them.

The Cycle of Confidence (Self-Efficacy)

Make them think, make them act, and make them reflect.
And in that process, speak to them, support them, and encourage them.

For example,

・Ask, 'What was your intention behind that decision?' to have them verbalize their thoughts.
・Affirm them along the way by saying, 'I think your current approach is good.'
・Ask, 'If you were to do it again, what would you change?' to have them reflect.

However, this does not mean you should just go through the motions of the process.

What is being tested is the depth of your involvement.

・Are you stepping in to ask, 'Are you having any trouble?' to a subordinate who is silent?
・Are you encouraging them by saying, 'That's great, let's try it,' the moment they are about to take on a challenge?
・Are you having them reflect by asking, 'What do you think went well?' after they have achieved a result?

Only by being involved to that extent is 'confidence' born.

That is why what is needed is,

The responsibility to remain involved in the subordinate's growth process.

A leader is a 'running partner'

What is important here is the leader's stance.

A leader is neither someone who dictates everything nor someone who completely hands everything off.

A leader is a 'running partner' for their subordinates.

It is not about giving answers in advance,
nor is it about abandoning them.

・When they are lost, stop and think together
・If there is a misalignment in the direction they are heading, gently adjust it
・When they need the courage to take a step forward, give them a push

That is what it means to be a presence that continues to support them from the side while looking in the same direction.

Delegating to a subordinate does not mean letting go.

It means having the resolve to run the race with them until the very end.

That is what it means to 'run alongside'.

Leaders do not run away

What all of these have in common is,

that the leader does not run away.

Delegating itself is not difficult.

However, when things do not go well, taking responsibility for it as your own is not easy.

That is why I believe:

A subordinate's growth is determined by the depth of the leader's resolve.

Supporting from behind the scenes

So, what kind of resolve should you have?

This is what I think.

“How can this subordinate turn their current situation into growth?”
It is to keep thinking about that earnestly.

Even if it looks like you are delegating on the surface, there are many things that must be done behind the scenes.

・Coordination with related departments
・Organizing and providing necessary information
・Proactive engagement with upper management

It is precisely because of this 'invisible support' that subordinates can take on challenges with peace of mind.

Taking responsibility for both successes and failures

It is also a leader's role not to leave results as they are when they are achieved.

・Explaining to upper management
・Mentioning their name in meetings
・Connecting it to performance evaluations

Making results 'visible' is also an important responsibility.

And, when things do not go well.

This is the most important moment.

Instead of blaming,

・What was the intention behind the approach?
・What kind of ingenuity was applied?

After observing and acknowledging that process, think together about how to apply it next time.

This accumulation leads to the next challenge and growth.

To be a trusted leader

It is often said that 'it is okay for a leader to be disliked.'

However, I do not think so.

The problem is,

not being disliked, but not being trusted.

Saying what needs to be said and being disliked are two different things.

If I have the choice, I would rather be a trusted leader than a disliked one.

Leaders who think 'it is okay to be disliked' tend to
have a tendency to try to force things by pressing down hard.

However, people will not act proactively that way.

It is only in an environment where they feel secure that people begin to think and act on their own.

To that end, there is rapport, a space for growth, and a cycle of confidence.

Are you able to run alongside them?

Having written this much, one final point.

Can you truly say that you are 'running alongside' your subordinates?

Are you keeping your distance while thinking you are delegating?
Are you avoiding engagement while thinking you are watching over them?

Do you only get involved when things go well,
and step back when things don't go as planned?

A leader is always in a position to let go.
That is precisely why your 'resolve' in how you engage is being tested.

Will you stay involved until the very end?
Or will you let go at some point?

That difference will significantly change your subordinate's future.

That is why I believe this.

A subordinate's growth is determined by the resolve to run alongside them until the end

Thank you for reading until the end.

So far, I have written about four pillars:
'Rapport' (trusting relationships), 'A space for challenge' (providing a platform), 'A cycle of confidence' (self-efficacy),
and this time, 'The leader's responsibility'.

I believe that a subordinate's growth is not determined by a single factor,
but only emerges when these elements are combined.

And at the foundation of all of this,
is the leader's 'way of engaging' and 'resolve'.

If you felt this was even slightly helpful, I would be happy if you followed me.

Next time, I will write about 'Leader types and ways of engaging'.

This content is compiled in a magazine
as the 'Subordinate Growth Series'.

▶ Click here for the Subordinate Growth Series list

Reading the other articles as well will help you understand this more comprehensively.