“I just can’t seem to get anything done,” lamented Ralph. “It seems that, all day long, people just line up at my door with questions and problems they cannot solve. I spend more time working on their problems than my own problems.”

I asked Ralph how accessible he was. “Oh, I have an open door policy. In fact, I cannot remember the last time I closed my door.”

An open door policy sounds like an admirable leadership trait, when, in practice, it can create unintended results. An open door policy can actually train your team members that you are the fastest way to solve a problem. As the manager, you can become the shortcut that prevents independent research, arriving at new ideas, or formulating original strategy.

On the wall behind the swivel chair of one of my favorite clients is posted the following phrase, “What are you going to do about that?”

Next time, one of your team members enters your “open door” with a problem they wish you would solve for them, try this response. “That’s curious, what are you going to do about that?”

You might even get some of your own work done. -TF

Sharon was finally proud of somebody else. It had taken three years since her promotion to let go. Tonight, her lead technician walked across the stage to accept the honor that Sharon had coveted for so long, and it was okay.

The VIP Project had been awarded to Sharon’s department two and a half years ago. Everyone realized this would be a landmark project for company. But there were problems.

Six months in, the difficulties began to bottleneck, the discrepancy reports began to pile up on Sharon’s desk. Working twelve hour days, she could not solve all the problems that rose to the surface. With timeline charts turning from green to red, Sharon was called on the carpet at more than one project-oversight meeting.

It was late on a Friday, somewhat depressed, Sharon came to a realization that changed everything. She had placed herself as the pivot point in the project. She had wanted hands-on control of every aspect, all spokes led to her. Nothing occurred without her approval and involvement. Why?

Sharon wanted the credit. Sharon wanted to walk across the stage. Sharon wanted to be the hero. Sharon was the problem. It was only when she thought about spreading responsibilities to her team that she emerged from her funk. It was only when she imagined that one of her team would walk across the stage instead of her that she became truly effective as a manager.

Tonight was the night. -TF

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Apoplectic, enraged, irate, spitting mad. That pretty much describes how Theo felt after his brief encounter with Brad. Two weeks ago, they sat in a delegation meeting, everything according to plan. But here they were, three hours to deadline and the project had not been started. Theo’s ears began to ring as Brad defended himself, “But you never came by to check on the project, I thought it wasn’t important anymore. So, I never started it. You should have said something.”

The lack of follow-up can kill a project. And in the chaos of the impending deadline, the Manager gets caught up, personally starting, working and finishing the project, often with the team standing by, watching.

What one small change could dramatically change the way this delegation played out?

Follow-up. Schedule not one, not two, but, perhaps three or four quick follow-up meetings to ensure the project is on track. Segment the project, and schedule the follow-up meetings right up front, from the beginning. These check-ins are more likely to happen if they are on the calendar. -TF

Eric shook his head. He knew he was headed for trouble with his boss. But it wasn’t his fault. He had delegated this important task to Joann. They had a delegation meeting two weeks ago, everything was clear. So what had gone so terribly wrong?

Delegation is not abdication.

Get real. Why would you delegate an important project to a team member and not follow up with them until the very end. What? You like surprises?

When I speak with managers, I find the most often forgotten part of delegation is follow-up. Here’s the question. When a manager fails to follow up, what happens to the importance of any project? It starts high, ends low.

Here’s the problem. Most managers think that one last final touch prior to completion is all that is required. No wonder that managers are gunshy about delegation. One final touch almost guarantees disaster. Interim follow-up is important than final follow-up.

When a manager is working through the delegation meeting, the follow-up steps should already be planned and calendared. Here is what it sounds like.

“Joann, we are working on a very important project, let’s call it the VIP Project. When the project is completed, we expect the following will be completed:

• Phase One in Purple
• Phase Two in Orange
• Phase Three in Blue

Because this project is so important and so complicated, I want to have two follow-up meetings for each phase of the project. The deadline is four weeks from now. Let’s schedule the first follow-up meeting for next Wednesday on Phase One. You should be able to complete the rest of Phase One plus make any changes by next Friday. Let’s follow that same pattern the following week. Wednesday and Friday for Phase Two. The following week Wednesday and Friday on Phase Three. That should complete all the baseline performance. Week Four, let’s continue the same Wednesday and Friday to tweak additional items.

Each meeting, let’s review publishable copies. I know we will be changing them, but please bring publishable copies to the meeting.”

Questions:

• Will changes be made at each meeting?
• Should revised drafts be submitted at each subsequent meeting?
• Will the work product improve from the first meeting to the last meeting?
• How much preparation is required for the manager prior to each meeting?
• How much preparation is required for the team member prior to each meeting?

If you review the questions carefully, you will notice that, even though there may be six or more meetings required for interim follow-up, the managers time is far less than the team member’s time. The team member is doing all the work. The most important element is that there are no surprises. Instead of waiting for four weeks to be disappointed, the manager knows how the project is going within the first week. Mid-course corrections can easily be implemented and reviewed because they occur much earlier in the delegation cycle.

When is the best time to schedule the follow-up sessions? Right up front, in the very first meeting. Follow-up becomes part of the overall expectation of the performance.

What is hard now is easier later. What is easier now is hard later. Do it now, the earlier the better. Don’t be surprised. –TF

Ralph had just finished a short meeting with John, a lead technician on one of Ralph’s teams. As Ralph left the room, John began shaking his head. It’s not that Ralph had a bad idea, but his way of going about it was just all wrong… at least that’s what John thought.

Managers get this assignment wrong all the time. Most managers think delegation is so simple that they don’t think. They jump in with both feet, conduct a highly efficient meeting, bark out the marching orders, ask if anyone has any questions (they never do), and adjourn the meeting. As as the manager walks out, the heads shake and the bitching and moaning begins.

So if the manager, in the midst of a delegation assignment, creates the Action Plan, and the delegation fails (due the execution of the Action Plan), who’s fault is it? I will tell you what John thinks. John thinks it’s Ralph’s fault. John is going to follow Ralph’s plan to the letter and when the Action Plan fails, John is going to point to Ralph and say, “It’s your fault, I did exactly what you told me to do.”

Where did Ralph want the accountability? Of course, Ralph wanted the accountability to rest with John. Most managers want the same thing… and that is where all the screaming and yelling starts. The solution to this dilemma is simple… just change one small thing. Ask the team member for an action plan.

At this point, most students of mine start pushing back. “You want me to do, what??? They don’t know what steps to take. I have to tell them what the steps are. No way.”

But if you want the accountability in your team member’s court, ask them to create their own action plan. This simple request firmly establishes that they are responsible for the execution portion of the delegation. This is EXACTLY where you want the accountability.

So, where is the safety net for the Manager? Review the plan for agreement. You see, you don’t have to accept any old thing the team member conjures up. You DO know the ropes better and you DO need to review the plan for agreement. Then, get the team member to sign it and you sign it. (That is the agreement part.)

The subtle difference, that creates a huge difference, is who creates the Action Plan. If the Manager creates it, the team member is off the hook. When the team member creates the Action Plan, that is where accountability lives. Throw down the challenge, ask them for their plan. -TF

Management is about leverage. So, let’s talk about leverage.

Most people work on a ratio of 1:1. They work for an hour and they get one hour’s productivity. Managers have to get far more leverage from their time than 1:1.

Here is how I counsel my clients. “You have to get more leverage from your time than 1:1. You cannot afford to get only one hour’s productivity for one hour worked. Start by asking yourself, “How can I get two hours productivity from one hour worked?”

It’s a fair question.

Since we are talking about delegation, the answer is obvious. But the challenge continues. Ask yourself, “How can I get three hours productivity from one hour worked?” Okay, okay, I know you get it.

But here’s the real challenge, “How can I get 50 hours productivity from one hour worked?”
Chicken feed. “How can I get 100 hours productivity from one hour worked?” In fact, “How can get 100 hours productivity from one hour worked, every month, month in and month out?”

You see, most managers view delegation from the perspective of time management. Personally, I call it dumping. And if you dump enough stuff, you can get multiples of five, or six, even ten hours of productivity from one hour’s work.

But, if you look at delegation as development, you begin to understand true leverage. One hour can turn into 100 hours productivity. How would you like to work for 5 hours and gain 500 hours productivity over the next 30 days? It’s all in the way you think. So, how do you think? —TF

It all starts with purpose And there are only two purposes.

If you make a list of all the benefits to the manager from delegation, you get an impressive inventory (Be selfish, think only of yourself):

• More time for golf.
• More time for lunch.
• More time for surfing the internet.

That’s nice. But you also get:

• More time for thinking.
• More time for higher level work.
• More time for planning.
• More time for organizing.
• More time for analysis.

Things you were hired for in the first place, but have no time for.

Now, list the benefits of delegation to the team member:

• Cross training.
• More responsibility.
• Eligible for promotion.
• Understanding of the bigger picture.
• Feeling of importance.
• New skills.
• Credit for a new “job well done.”
• Feeling of pride.
• Eligible for higher compensation.
• Feeling of teamwork.
• Higher level of motivation.

Two different lists, one for the manager and one for the team member. Look at the themes. What do you see?
List one, for the manager, the theme is unmistakably time.
List two, for the team member, the theme is unmistakably development.

And, so these are the two purposes for delegation.
One: Time (Delegation is your most powerful time management tool)
Two: Development (Delegation is your most powerful people development tool)

So, which one gains the manager the most leverage? —TF

Question:
I have this ongoing discussion with my boss about whether I delegate enough to my team. There are some things that I just don’t feel comfortable delegating to other people. I have been let down too many times before.

Response:
Most management “skills” or management behaviors, we learned from our parents, a teacher or coach when we were young. That’s just the way it happens. As much as we might think that we read and learn better ways of doing things, we find ourselves migrating back to the days in our childhood. Whether or not we delegate has little to do with technique and everything to do with what we believe…about delegation.

Most people believe (because they were taught by their parents) that if you want something done right, you have to do it yourself. You have been let down by a team member in the past (which reinforces your belief). Here’s the real question: “Is your belief accurate, or is it just something that is holding you back?” What we believe is much more powerful than any skill we possess.

To explore this further, make a list of why you don’t delegate more often. Your list will include things like:

• I can’t trust my team to follow through.
• No one is trained to handle this delegation.
• I don’t have enough time to train someone to do this.
• I can do it myself in one-quarter of the time.
• My team is better at squirming out of responsibilities than I am at holding them accountable.

It is quite a formidable list. Whatever technique or model you use to organize your delegation, it has to deal with your beliefs. If you still believe this stuff, you will hesitate and ultimately continue to do things by yourself. You will lose the leverage of your team and ultimately fail as a manager. —TF