People in management: Have you ever learned how to properly delegate/empower your staff

[iceberg_is_on_fire]

Admittedly, I'm not all the way where I want to be. I'm a controller (accounting) and I have a staff of six and this week, i found myself doing more of their work than I think I should be doing. I dove into payroll to fix how we allocate items based on our budget. I also jumped in to help one of my staff accountants reconcile some accounts. I created an excel spreadsheet where you just dump data into one sheet and everything populates on another tab. I don't mind the teaching or doing aspect but both items seem like the position ultimately in charge of these tasks should have intuitively figured it out. I'm still not at the stage to where I think it is a skills/effort issue or just lack of know-how.

I think in accounting particularly, it's tough to get out of that mindset of "Just Do It" because it's basically what got you to the position that you are in when you move up in rank.

For people that find success in this, do you let your staff see if they can tread water before you throw out the life preservers? If time could be afforded, I would make each situation a teachable moment but the problem is is that there are so many situation things that we don't have time to make them all teachable moments.

Just curious what others think or do. Thanks.

 

[Mr Rager]

I'm personally still working on this. With a staff of 50+ you would think I would have learned by now
I have a tendency to think that either I could do it faster or that I would be overburdening my folks if I piled work on them.
I have found that giving out tasks, fully explaining the desired endstate, and framing it as an opportunity to succeed makes delegating less painful for both parties.

 

[Vandelay]

I'm in a different field, but I write out 2-4 job tasks per associate and what KPI's they should be hitting relative to those tasks. Then I literally just delegate those tasks based off of their role. I have 4-5 personal KPI's that I watch like a hawk, and step in when I don't think we are going to hit those targets. I can't do everything, nor can I be knowledgeable on everything. My job as a manager is not to know everything, but to notice everything. Then I just have periodic meetings just to make sure everyone is getting what they need to do their job. I also communicate that if you are not going to hit a goal, let me know sooner rather than later. DO NOT try to execute it without letting me know that we will potentially miss the KPI. Because I will work on a contingency plan and/or communicate that to those above me.

 

[NeilCartwright]

I’m curious on the replies as well. And I’m not where I need to be either.

I’m in the military and the entire organization is based on rank structure. We have this saying, there’s only 1) Leaders and 2) Managers.

For my guys, i highlight the fact that if they perform, then that only puts them in a better position to get promoted and make more $$. Or have some incentives for high performace. Like keeping up with the operational tempo, or if its a friday and everything is finished, then cutting the guys out early.

For me the main thing is letting them know i care about them and i have a vested interest in their career (that may not work as much in the civilian world).

Ive been on the other side where you have a supervisor who doesnt give a damn about the people under them. Their mindset is they got theirs so to hell with everyone else.

 

[MMS]

Admittedly, I'm not all the way where I want to be. I'm a controller (accounting) and I have a staff of six and this week, i found myself doing more of their work than I think I should be doing. I dove into payroll to fix how we allocate items based on our budget. I also jumped in to help one of my staff accountants reconcile some accounts. I created an excel spreadsheet where you just dump data into one sheet and everything populates on another tab. I don't mind the teaching or doing aspect but both items seem like the position ultimately in charge of these tasks should have intuitively figured it out. I'm still not at the stage to where I think it is a skills/effort issue or just lack of know-how.

I think in accounting particularly, it's tough to get out of that mindset of "Just Do It" because it's basically what got you to the position that you are in when you move up in rank.

For people that find success in this, do you let your staff see if they can tread water before you throw out the life preservers? If time could be afforded, I would make each situation a teachable moment but the problem is is that there are so many situation things that we don't have time to make them all teachable moments.

Just curious what others think or do. Thanks.

When I was in engineering we used "leading" indicators to drive outcomes

as a business owner now I do the same thing. Use checkpoints in their work flow to ensure everyone is getting close to or exceeding your lagging indicator (IE leading could be balance sheets reconciled, and lagging would be accounts signed off)

That way your team always has something easily attainable in front of them and fairly measured across the team. Teach more and listen more and you'll find they can probably handle the work. I always put the onus on them to "man up" out of whatever their issue is if its a personal one. Most times if the subordinate leaves a meeting with you feeling empowered and/or believed in they will execute quicker and more accurately

my $0.02

 

[dterpsss]

Pretty easy, I'm everyone's favorite boss till I need to get something done, simple cycle mixed in with positive reinforcement and employee recognition.

 

[YamakaSmacker]

In the blue collar world you simply throw under performers under the bus. Once they’re inevitably transferred to another site you blame all fukkups on them. Unwritten rule

Delegation is easy but empowering is a big problem in the trades

 

[mag357]

This is a great question, hopefully everyone brings their asses in here and read the responses.
I had this same problem years ago. I was in the military. And they put u in leadership positions kind of early...
I had about 3 ppl underneath me... and I was pretty much always scared they would mess something up. So I would do it myself. I always ended up extremely tired.. or forgetting things or making mistakes.
I had to learn to trust. Ugh... that was the hardest thing... Teach and trust..
Now in in the civilian world... and I manage around 10ppl...
It's more high paced by not as serious as my military job.
But I just teach, teach, teach, teach.... then watch, watch, watch, watch... then go over, go over, go over...
Then Trust.
You have to find time to do this... u cannot do everything urself..
Ur doing a disservice to ur job because its impossible to spread maxim effort out on different projects...
And ur doing a disservice to ur subordinates... they need to grow..
And the best feeling is watching them excel knowing that you played a part in it

 

[Ghostface Trillah]

Learn to separate the people who are just there for a check,the people who want to advance their careers, and the people who don't really want to be there at all.

Train the people who want to advance their careers with the more difficult tasks, give the simple and menial tasks to the people just there for a check, and get rid of the people who don't really want to be there at all.

 

[Worthless Loser]

You have to believe in them. You have to install confidence in them that they are able to not only accomplish their current tasks, but install confidence in them that they are capable of more. I have a book from John Maxwell: "How Successful People Lead". He talks about the 5 levels of leadership.

John mentions that you have to change your mindset from "producer", which you are based on your post, to "developer". Once you do that, you can slowly but surely give them more independence and responsibility. Doing so will develop them as employees, which in turn will strengthen the capability of the entire department. Once you see the success of your people development, you will began to get satisfaction from it and you'll become much more people focused as you continue into your career.