The Effective Manager

by Mark Horstman

Too many managers today think that because they are smarter and more effective at getting things done than their directs, they should try to get more done by doing it themselves.

The initial conversation will take very little time and can take place in a One On One or at another convenient time. Delegating has five steps. State your desire for help Tell them why you're asking them Ask for specific acceptance Describe the task or project in detail Address deadline, quality, and reporting standards

Look for four areas of your directs' abilities to determine what to delegate to whom: what they're good at, what they like to do, what they need to do, or what they want to do.

Our data show that 81 percent of directs say yes to this request for delegation acceptance (assuming their managers have done MTO3s with them for six months).

Delegation is the easiest part of the “Management Trinity” to roll out, because you can (almost) start delegating right away. We recommend that you build your relationships first, but you can move somewhat quickly.

Explain that you're going to start slowly and that you will choose whom to delegate to based on what the direct is good at, likes, wants, and needs to do in terms of performance and goals. Remind them again that when you ask them to accept the delegation, it's okay to say no.

And, in all the details and recommendations, I hope I haven't obscured what the engine of your greatness as a manager can be: Love. If you want to be a great manager, do these things with love. What I mean is professional love: the willingness to risk yourself for the benefit of another. It means doing something that may be a little more difficult for you, as a way of showing respect for your colleagues and your organization.