Glen was working late. “What’s happening?” I asked.

He was staring at a project book. I realized he was not in a jovial mood. He took in a long breath and a measured exhale. I could see the blood boiling behind his eyes, betraying his exterior composure.

Finally he spoke, “I thought this project would be done by now, but it’s not. It is due at the client tomorrow morning at 8:00, and it is only half finished. My team let me down.”

“Who was the project leader?”

“Andre,” he replied.

“And what did Andre say?”

“It’s the funniest thing. He said he knew the deadline was tomorrow, but since I never came around to check on the project, he didn’t think it was important anymore, so he didn’t start on it.”

“So, where is he now?”

“He is actually finishing a different project from another Project Manager, in Kansas City. So it looks like I will be here until midnight.”

“So, tell me, Glen. What happens to the importance of any project when the manager fails to follow its progress?”

“I know. At first I was mad at Andre, but it’s my own fault. I had set some follow-up meetings and just blew them off. Now I have to pay.”

“And next time?”

“Next time, I will make the follow-up meetings, instead of having to finish the project on my own.”

“Who creates the Action Plan?” I asked.

“Well, I do! I’m the Manager. I know what needs to be done. I create the Action Plan,” Ellen shouted from the back of the room.

We were talking about delegation.

“So, you are working with Brian. You describe the Vision, the Goals for the project and the Guidelines?” Now I was looking straight at Ellen.

“Yes!” she replied.

“Then, you tell Brian, here are the steps, 1-2-3-4-5?”

“Yes!” she repeated.

“And Brian goes out and he completes steps 1-2-3-4-5. And the project fails.” I stopped and peered over at Ellen. She was a little surprised. She didn’t like the idea that her project could fail.

“So, Brian completes steps 1-2-3-4-5, the project fails. Who is accountable for the failure? After all, he followed your Action Plan step by step.”

All eyes turned to Ellen. “Yeah, but.” Then she stopped. “I guess if it was my plan, Brian is going to say it was my fault.”

“Yes, he will. The accountability will fall to you. And where do you want the accountability?”

“Well, I want Brian to be accountable.”

“So, who creates the Action Plan? You describe the Vision, the Goals and the Guidelines, but who creates the Action Plan?”

“I guess, Brian,” Ellen said quietly.

“Exactly, if you want to fix accountability on Brian, then Brian has to create the Action Plan.”

Emily was already in the conference room when I arrived.

“So, what’s the purpose for delegation?” I asked.

“That’s easy,” Emily replied. “To save me time. I have a lot of stuff going on.”

“And if you are able to effectively delegate, what does the team member get out of it?”

Emily looked puzzled. “Well, I guess.” She stopped. “I guess, maybe, that they learn something new.”

“Good, learning is good. What else?” I probed.

“Well, new. Something new would be more interesting. Maybe learn a new skill. Maybe a sense of accomplishment, pride?”

“Good. Now tell me, Emily, do any of those things have anything to do with time?”

“Well, no.”

“So, what do they have to do with?”

Emily was tracing the conversation. “Learning, interest, new skill, accomplishment, pride. Sounds like learning and development,” she finally concluded.

“So one purpose for delegation is to save you time. Delegation is your most powerful time management tool, and it is also your most powerful learning and development tool.”

“I told them. I followed up with them. I reminded them. And they still didn’t do it,” Emily complained.

“So, these assignments, these delegations, where did the meetings take place?” I asked.

“What meetings?”

“The meetings, where you explained what you expected, you know, the parameters of the delegation?”

“Well, we didn’t have a meeting. I am really busy. I make these assignments on the fly, in the hallway, on the floor. I have a lot of things that I have to juggle,” Emily replied.

Emily was right. Even now, we were having this conversation in a large workspace next to some equipment that was making an awful racket.

“Emily, I know this is important to you and it is important to me, too. Is there a better place we can have this conversation? A place that is a little quieter?”

“Yeah, no one’s ever in the conference room. But I really don’t have time. Can’t we just talk about it here, now?”

“Emily, this is important. If it is important enough, we have to create the time and we have to create a proper place to talk about it. Meet me in the conference room tomorrow morning fifteen minutes before shift. We don’t need a lot of time, but we need the right kind of time.”

“I don’t know,” Julio replied. “I try to delegate as often as I can, but it always ends up, back in my lap.”

“Does it seem like you delegate things to your team on Monday and then your team delegates back to you on Wednesday?” I asked.

“I never thought about it that way, but you’re right. They get stuck with a problem, come to me for help, and before you know it, they are out the door with the project on my desk.”

“How does that happen?” I smiled.

Our next Subject Area in Working Leadership Online is Delegation, Leveraging Time Span Capability. and we still have some Introductory Memberships left. If you would like to reserve one of those slots, follow this link to Working Leadership Introductory Membership.

Here are some comments –

• You are absolutely dead-on regarding the importance of picking the right person for the right task.
• It is amazing to hear the stories of people who “light up” when given the opportunity. Many managers harbor some fear about challenging their team members, but in the end, the fear melts away.
• Your discussion about picking the right person for the right task got me thinking about the right task. It already has me rethinking the rest of my team and what delegations would give them the opportunity to develop themselves.
• You have discovered the power of asking questions to draw people into the task and the results of the task (for better or worse). You also stumbled on the importance of follow-up. Failing to follow-up will kill a project.

Working Leadership Online

“I know I need to delegate more often, and I try, but I gotta tell you, I am not happy with some of the results,” Julio explained. “It takes longer to delegate than to do it myself. And half the time, I have to come back in, take over the project and begin again. It’s frustrating.”

“And what else?” I asked.

“You want me to go on?” he replied.

I nodded.

“I don’t trust them. I have a great team, but they let me down too often. We have a mission critical project and I try to get some help and it’s always me having to save the day.”

“Why do you think that happens?”

“So, what has to change?” I asked again. The schedule was staring at Miguel. The blank squares were screaming to be filled with someone’s name.

“I know, as the manager, I should be doing other things. But I can’t get to them until I get this schedule done. And no one else can do this schedule,” Miguel fired back.

“And why can’t anyone else do this schedule?”

That was a barn stopper.

Miguel sat back again. “Because.” He stopped. “Because, I haven’t trusted anybody to do it.” He stopped again. “But, if I am going to have a life, and if I am going to run an 18 hour shift with double the headcount, I am going to have to trust someone.”

I let some silence pass. “Look,” I finally said, “I know you have to do the schedule today. Over time, you have painted yourself into a corner. But two weeks from now, someone else needs to be doing that schedule. Who, on your team are you going to trust?”