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For Succession Delegation Avoid These Mistakes

Leading at Light Speed is a must-have leadership book by Eric Douglas highlighting the 10 Quantum Leaps to build trust, spark innovation, and create a high-performing organization. Chapter 3 is all about how to Lead Through Others.

Your ability to delegate is a direct reflection of your leadership style. If you skimp on delegating, trust plummets and the organization’s progress is sorely impeded. If you over delegate tasks, people will only turn around and see the leader at fault. Let’s look at some of the common mistakes made in delegating:

Being unclear about outcomes: As part of delegating, it’s your responsibility to tie your expectations to the company’s core values, vision, and goals. The strategic focus and strategic plan will help you. If you simply throw a percentage at a manager such as, “We need to cut your budget by 10 percent,” she’ll be clueless as to where to start. When happens if she accidentally ends a program vital to a separate department? If you don’t know the priorities and long-term outcomes, it’s next to impossible to make the proper decision.

Being unclear about quality: It’s not fair to ask for a Rolls Royce on an Escort budget. Effective leaders have tangible examples of desired results that they can share with team members. Do you expect a report?

Then show them an example. Is this the unveiling of a new product? Refer to a success from the past. The time you spend clarifying your expectations will be returned ten-fold in time saved putting out fires later on.

Being unclear about the level of input needed: You need to provide guidance about how much input to gather.

Here are three factors to weigh:

• How important is this decision – relative to other change initiatives in our organization?
• Respective to our clients, how many people will it affect?
• Relative to our employees, how many people will be affected?

Using these three criteria, you can assess how much input is needed. The table here shows how one manager assessed the impact of a decision about opening a new office in another state. In this instance, the score indicated to her that high levels of input gathering were necessary.

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