Curtis shifted in the chair. “But my team never really comes up with anything. Sometimes it seems they just want me to tell them what to do so they don’t have to think.”
“Of course they want you to tell them what to do. If you tell them what to do, then they are not responsible for the solution. All the accountability falls back on you.”
“Yes, but after all, I am the Manager,” Curtis replied.
“It’s a tough assignment to turn down,” I nodded.
“What do you mean?”
“They invite you to take all the responsibility, you get all the glory. It is a tough assignment to turn down. Unfortunately, you cannot hold them accountable for things gone wrong. Your team kind of likes it that way.” -TF
As a manager in the scenario described, the manager will soon be buried in tough assignments if he/she doesn’t share the responsibility, glory, and accountability with his/her direct & indirect reporting employees.
I’ve tried to look at the employees experience level and level of dedication to the job when delegating & taking on tough assignments. With a greener employee, I’ll provide the how (how to complete the assignment) & when (due date) scenarios for the completion of the task.
For experienced employees, I’ll require their input on the how scenario and provide/explain the when or completion date simply because it is typically client driven. I’ll provide guidance when I can add a different perspective for the task completion that may be more efficient or cost effective.
Keith,
Your prediction is absolutely right on, in fact has already occurred. Curtis is buried so deep, I keep telling him to keep his chin up, so he can breathe.
Assignment about the followings:
1- management skills
2- leadership competencies
3- communication skills
4- staff development skills
5- presentation skills