We have a small but growing department in our company. One of our directors is holding up progress because he refuses to delegate responsibilities to his team members and staff who could be perfectly capable of handling some of the things that would help us grow as a department and improve our operations. How can I address this?
Very good question. The first issue to be addressed is why he will not delegate. Many leaders are afraid to delegate because they often don’t get the results they want. The reason they don’t is that they do not have the skills and confidence to delegate effectively. Successful delegation requires very good communication skills and a deliberate goal focus along with persistent follow-up and support. The best way to help this leader depends on your role. As his supervisor, getting him quality training on delegating like TLI’s GSC leadership program would be a great start. You also have to help him see the need by requiring he delegate the work to meet deadlines and quality standards. Remind him if he could do it all himself, he would be but the reason he has a team is because the mission requires multiple people. Reinforce that the departments Goals and requirements are not optional and MUST be done timely and efficiently.
As his subordinate, ask how you can help meet the department’s goals and required achievements. Be persistent and professional. Present opportunities where this team member or that can help you get the job done. Keep the needed results in from of him. He will appreciate it and others will notice your above and beyond contribution. Tell him stories in conversation about books you read and programs you’ve taken and how they helped you in a conversational matter of fact way. Be certain not to lecture, accuse, blame or even suggest that he has a short coming unless he asks for your opinion. Then base your response on goal attainment only. Our “”Why Try To Make Them Do It When You Can Make Them Want To?” best-selling book also has great direction on delegation.