Docstoc

Delegating Power

Document Sample
Delegating Power Powered By Docstoc
					Delegating Power
Question: What is the most common fear of executives?

Answer: Delegating power to employees who might fail.

Only courageous leaders are able to pass down authority, decision-making
power and responsibility to those below them. They do this despite the
incompetence, inability and inexperience of their people.

History is filled with leaders who could not lead. L. Ron Hubbard uses a South
American leader, Simon Bolivar, as an example of how extraordinary people can
fail as executives.

Simon Bolivar successfully won the South American revolutionary war against
Spain during the 1800's. After the war he was the richest, most powerful man in
South America, but only for a brief period. Because of his mistakes, he was
kicked out of his country and eventually, died broke.

Bolivar made the same mistake most failed executives make. He could not
delegate power.

"Brave beyond any general in history on the battlefield, the Andes or in
torrential rivers, he [Simon Bolivar] did not really have the bravery needed to
trust inferior minds and stand by their often shocking blunders. He feared
their blunders. So he did not dare unleash his many willing hounds.

"He could lead men, make men feel wonderful, make men fight and lay
down their lives after hardships no army elsewhere in the world had ever
faced before or since. But he could not use men even when they were
begging to be used."

"If you have power, use it or delegate it or you sure won't have it long." -- L.
Ron Hubbard

You fail as an executive whenever you bypass an employee, redo their work or
change their decisions too often. If you train your people, why interfere? You
cannot expect to be successful if you pass out authority and then take it back.

For example, you tell your best receptionist, "You are now in charge of the entire
waiting area and all of the receptionists' scheduling." The new reception manager
then takes over and posts a new schedule . . . but you don't like it. There is
nothing really wrong with the schedule, but you would prefer a different
arrangement.
If you are a stupid executive, you will change the schedule. If you are a smart
executive, you will leave the schedule alone. You might make a private
suggestion. But if possible, you wait and see how it goes. If the new manager's
decision is even close to being correct, you must leave it alone.

You succeed as an executive when you delegate the entire job and let the
person get on with it. You give staff members the room to make mistakes,
fix their mistakes and learn from their mistakes.

You support their decisions. You help them when they need help, but you
don't interfere with the territory you give to them.

Ten Benefits of Delegating Power
1. You can use your time for the most valuable work possible.
2. You reduce your workload.
3. You can focus on increasing the productivity and income for your group.
4. People like to work for you as you give them new challenges and new
opportunities.
5. You get more done with less effort.
6. Everyone in your group shows more responsibility.
7. Higher morale for everyone.
8. Your income goes up.
9. The pay of the members of your group goes up.
10. You reach your goals and your group's goals in less time.



Recommendations for Executives (includes business owners, managers and
bosses of all types)

1. Make a list of every job you are currently doing yourself.

2. Rate each job according to difficulty. For example, put a 1 by the easiest jobs
and a 5 by the hardest jobs. Rate every job from 1-5.

3. Decide who can take over which jobs. Put their name next to the job you will
be delegating. You will delegate the easiest jobs first. If you do not currently have
a person to take over some of your jobs, use "future" names, such as "Future
Marketing Director" or "Future Executive Director."

4. Delegate each job as fast as possible. As long as the people are trained and
know what they are doing, leave them alone.

5. With your free time, focus on the big picture; new goals, new territory,
new operations and greater success for you and your organization.
If You are Not Yet An Executive . . .
. . . you soon will be if you do the following:

1. Look for opportunities to take on more responsibility. Grab every bit you can.
Do not worry about extra pay at this point.

2. When you get a duty assigned to you, get the entire duty assigned. "So if I
take on this job, can I make all the related decisions? If I want to try a new
approach, can I just go ahead? How should I report my progress to you?"

3. If your boss tries to take back some of the responsibility, bring it up as soon as
possible. "Am I still in charge of this duty? If you want to take it back, that is fine
with me, I just need to know. If you are really delegating it to me, I'll need to have
full authority over it which means you won't step in without talking to me first. Is
that okay?"

4. As soon as you can, start to delegate duties to people below you so you can
take on even more responsibility.

You are now an executive!

				
DOCUMENT INFO
Shared By:
Stats:
views:178
posted:12/5/2009
language:English
pages:3
Description: Delegating Power