From the Ask Tom mailbag, Kurt writes:
Question:
Job protection is often a reason not to delegate. Lot’s of managers use job protection as a means to make themselves needed by the company. Knowing things, that others don’t, equals some power in their position. But in the long term, they loose flexibility and get frustrated. How should we manage those employees?
Response:
It is critical that we understand the elements we hold managers accountable for. Often, we hold managers accountable for getting work done, when we should hold managers accountable for the performance of their team. It is this nuance that most don’t get.
The work of management is not “doing work.” The work of management is building the performance level of their team. And delegation is the most powerful tool the manager has. -TF
Adding to this: In my experience delegation means having trust in your employees, and creating opportunities to grow for the employee AND the manager himself/herself. And isn’t this what we’re all looking for ;-))
If the manager thinks he can hide or protect himself because he knows something and is scared to provide the information for the greater good of the company and the followers, perhaps the peter principal applies here. How? Well obviosly he has passed the point of managing effectively, and he is now protecting himself. Protecting yourself will eventually lead to less accomplishment for himself because he will not guide others with his knowledge. This has 2 consequences. Since he knows what to do and doesn’t share it, that work is getting less effectively or more slowly. Second, he is spending time covering his own tracks that he is not learning and gaining more knowledge or skill for himself to go to the next level.
I’m back…