“…complaints are sort of like subway tokens. That is, they get the person through the gate but that does not determine which train he or she will take, nor does it determine which stop he or she will use to get off. Where the person wants to go is not predetermined by where they start out.”
When you have set the foundation and are sure that the delegation is appropriate and you are able to see how this delegation assignment is meant to increase your managerial-leadership leverage AND develop the employee WHILE freeing up time for the discretionary areas of judgment…then the solution to effective delegation happens.
Often resistance to change is just the lack of clarity.
Taking the time to be clear on what the goal or end of the process will look like and defining with clarity what is expected can be enough to move people and yourself into action.
“It should be noted that in most organizations mistakes tend to be concealed even from those who make them. The likelihood of such concealment increases with rank or status. Therefore, the higher the rank, the greater the claim to omniscience. This implies that learning is least likely to occur the higher one goes in an organization.”
Occasionally I create a Team-Building program agenda that is good enough to share. Below is the Day-1 ‘Kick-off’ program to 4 months of work I will be doing with an IT Leadership Team. The kick-off is meant to be fun and informative, plus allow me to determine specific areas and strengths that I can offer to the Directors over the next 4 months in coaching and consulting meetings.