My boss delegates these small problems fine, but if it isn’t the decision she thinks she would have made there are 1000 questions, and it creates an environment of indecision. Those under her watch know full well that they better run it up the chain because the consequences of not getting it 100% correct are not worth the trouble. This creates a feedback loop where she tells herself that she is unable to delegate. How can I lead her to uncover for herself, that she is getting in her own way?
Well, first off... is she open for feedback in an area like this? Is she asking these kinds of questions to explore this area? Or is it statements of fact that she is unable to delegate?
If I understand your question, I like to ask leaders what thoughts they have about outcomes they expect, any issues they anticipate with those outcomes. I like to get as much information about the thinking of the leader before heading off to work on the challenge/opportunity that has been delegated. I know the leader is asking me to think and take action, but the leader should be willing to share their best thinking.
Sure, but the key observation is more about what/when should get delegated.
If a leader is only delegating tasks and problems that don't have budget attached to them, then they will likely be hanging on to a lot of small problems.
Until someone has the freedom to make a mistake with managing money, have they really been delegated to?
Unfortunately, a lot of teams (I have worked with) are needing help with the little things too. Makes one wonder, if you're unable to handle the little things. Why would people trust you with the large things...
My boss delegates these small problems fine, but if it isn’t the decision she thinks she would have made there are 1000 questions, and it creates an environment of indecision. Those under her watch know full well that they better run it up the chain because the consequences of not getting it 100% correct are not worth the trouble. This creates a feedback loop where she tells herself that she is unable to delegate. How can I lead her to uncover for herself, that she is getting in her own way?
Well, first off... is she open for feedback in an area like this? Is she asking these kinds of questions to explore this area? Or is it statements of fact that she is unable to delegate?
If I understand your question, I like to ask leaders what thoughts they have about outcomes they expect, any issues they anticipate with those outcomes. I like to get as much information about the thinking of the leader before heading off to work on the challenge/opportunity that has been delegated. I know the leader is asking me to think and take action, but the leader should be willing to share their best thinking.
Insightful and convicting.
"Not surprisingly, solving Big problems typically demands more resources — especially finances."
Many times to big problem is finances. Thoughts?
Sure, but the key observation is more about what/when should get delegated.
If a leader is only delegating tasks and problems that don't have budget attached to them, then they will likely be hanging on to a lot of small problems.
Until someone has the freedom to make a mistake with managing money, have they really been delegated to?
Mikey,
Nice point/s.
A guy I used to work with advised me the most important thing to keep in mind is: right time, right place, and right action.
Thank you for your time.
Some solid points.
Unfortunately, a lot of teams (I have worked with) are needing help with the little things too. Makes one wonder, if you're unable to handle the little things. Why would people trust you with the large things...
Thank you for your time.