Del­e­gat­ing

Finweek English Edition - - ENTREPRENEUR -

We’ve all been there. As new man­agers mov­ing up the ca­reer lad­der, it ’s nor­mal to f eel un­com­fort­able del­e­gat­ing at first. The prob­lem is when ex­pe­ri­enced man­agers still don’t del­e­gate. Not only will this stop you grow­ing, it will also stop your team grow­ing. No­body wants to work for a boss who treats them like a child or who hov­ers over them, ex­pect­ing them to mess up. The more you del­e­gate, the bet­ter you’ll be­come at do­ing it, and the more com­fort­able you’ll feel do­ing it, be­cause your peo­ple will grow more con­fi­dent and more ca­pa­ble, and your fear of mis­takes will fade. Ac­cord­ing to Mar­cus Buck­ing­ham, mo­ti­va­tional speaker and busi­ness con­sul­tant, in his best­selling book First, break all the rules, there’s an added bonus to del­e­gat­ing: since each person has unique strengths, you may well find that your peo­ple love do­ing the things you hate (and are much bet­ter at do­ing them than you are; it’s a win-win for every­one). This will free you up to do the things you’re great at, that you can­not del­e­gate.

The prob­lem with per­fec­tion­ists is that peo­ple don’t want to work with them or for them. Per­fec­tion­ists make ter­ri­ble bosses and lousy team play­ers. Look­ing back to my first few years in a job, I now un­der­stand why I ini­tially bat­tled to move up the ca­reer lad­der. I was an

Newspapers in English

Newspapers from South Africa

© PressReader. All rights reserved.