newly promoted manager, and listened attentively to Bob Mary, one of his direct reports. She had found a set of programs that can make their departments more efficient. Bob took the information from Mary and he then dug further research and analysis. He had mixed feelings about this task. On the one hand, and his job is to help his team be successful, and if the software package that can help, and we should look at that. On the other hand, a new manager, and his plate was already full, and resented the fact that Mary was dumped him this additional work.
Bob is the victim of an upward delegation. This tendency of work to float up to a higher level that will accept it. There are several disadvantages to the upward delegation:
1. The members of the team do not develop skills.
2. managers spend their time on the wrong tasks. Lower-level tasks paying tasks highest level managers should be doing.
3. accept bonuses upward underperforming deliberately delegation who paid work outside, to their managers, and encourages good performance, who prefer to do new tasks challenging themselves.
Let's look at the reasons for the upward delegation and what managers can do to avoid or correct this problem.
Reason: You did not clarify the roles and responsibilities. Who is responsible for the performance of tasks and decision-making, problem-solving that? When it is not clear (and this often happens with a new coach), and direct reports bring more questions for the coach. If the director takes this as a request for help, and if the director of "help" by taking on the task himself, and then upward delegation has just happened.
The solution: to clarify who is responsible for what . As a general principle, it should be assigned responsibility for tasks and decisions, and problem-solving to the lowest possible level.
The reason: lack of direct reports have the skills to deal with the tasks. Or, as the new, you may not know what the skills of your people. Or you may not have the ability to pass yourself and know-how of the team. Or you could be pressed for time and I think it's easier to do it yourself from training.
Solution: Take the time to understand skill levels of direct reports and how their skills match the levels of responsibilities. Whenever there was a shortage of skills, and immediately begin to raise the level of these skills to the necessary level. Do not let the lack of skills fester. If the task of improving the skills rests with you personally, do it now. It may be a waste of time, but until they do, you will be doing their job as well as your own. Will invest time now is good for the time that can be saved in the future.
Reason: You like to be the hero has always been an expert in your field. People depend on you to get the job done and solving complex problems. This is why you got upgraded. And continue. Direct reports to bring you to the complex problems remain. It is a good thing you're here to solve problems that can not be!
Solution: Adjust your thinking about your role . You are a hero who fly in and solve big problems no longer. You have a different role now. Should you do now by others you are working. Your role is to make sure that they have the skills, tools and support to do the job successfully. When do the job for them, you are not doing your job as a manager.
Reason: you fear that the task will not be can not be done "right." This is related closely two reasons discussed above. You are a perfectionist and you have no confidence in your people skills to do the job efficiently or to make good decisions. So you have to do it yourself. You get to be the expert. This is a way to verify the validity of your self-image, but at what cost?
The solution: a combination of the above suggestions . Adjust your thinking about your role. Adjust your expectations about whether the "right" answer exists and is able to go out with her. Build your team's capabilities and build confidence in their abilities.
what director do, then, when the case of a possible upward delegation occur? Let's rewind scenario with Bob and Mary. When Mary first brings the idea of Bob, here's what happens.
First, Bob explains why Mary brought this to Bob, what role would like to play in moving the idea forward. Bob, "Mary, this sexy says interesting. Thank you for bringing me. He needs to be more research and analysis. I would like you to do it. What do you need from me?" Or he may say "it need more research and analysis. What is the role that you want to play in doing it?"
Mary may be contained in any number of ways. On the one hand, she may be ready, willing and able to proceed with the project independently, and all you need is a green light from Bob and maybe some guidance on the budget, or similar issues. Or you may want to be heavily involved in the project but do not have the skill to deal with them independently. In this case, maybe they can partner with another member of the team, or maybe they can work closely with Bob for both the development of skills and the transfer of the project forward. Or maybe they have not the time nor the interest nor the skills to participate. In the case, and if Bob wants to continue the project, he can appoint someone else.
once Bob knows the intentions of Mary, he can make a more informed decision about how to proceed. Of course, it has to consider many other factors as well, including other demands in time for the team and resources. He always has the option to drop the project if the team has other priorities.
put yourself in the shoes of Bob, you must also think about the needs and intentions of your own. You may find that very exciting project is that you want to deal with yourself. But wait! Remember that you are now the director! This is no longer your business. Take a moment to reflect on your needs, and intentions can help prevent you from making decisions based on habit and short-term goals and not on the basis of long-term intentions and goals. As a manager, you must have the intention to build the success of your team, and also to build on the success of your management career. It will be best served by two goals to avoid upward delegation.
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