Editor’s Note: I said I would post this Monday, but we rearranged. Sorry.
Plenty of our readers express feeling overwhelmed by the quantity and variety of management responsibilities they have to shoulder as startup founders. A standard leadership solution to this problem is “hire-up and delegate-down.” But doing this successfully is difficult for a host of reasons.
Well, last week “Harvard Business Review Online”:http://harvardbusinessonline.hbsp.harvard.edu/hbsp/index.jsp?_requestid=70553 published a great column by management guru, “Marshall Goldsmith”:http://www.marshallgoldsmithlibrary.com./ that is filled with advice for *how to delegate more effectively.* We encourage you to “read the full piece”::http://discussionleader.hbsp.com/goldsmith/2007/09/how_do_i_delegate_more_effecti_1.html. (and
as many “other of Dr. Goldsmith’s writings”:http://www.marshallgoldsmithlibrary.com/html/marshall/resources.html on “the success delusion,” “behavioral change” and “time-wasting” as you can) but here are some “delegating” highlights:
*First,* Goldsmith reiterates that delegating well *does not mean delegating more, or more frequently.* Instead:
Tailor you delegation strategy to fit the unique needs of your staff members.
*Second,* let your direct reports tell you where they need more your leadership and involvement, and *where they can do more* on their own, *to help you.* Goldsmith advises that you:
…begin by *schedul[e] a one-on-one conversation with each of your direct reports.* Ask each to list their key areas of responsibility. *Then ask*…
1) Are there areas where I need to ‘let go’ or delegate more to you?
2) Are there areas where I need to get more involved or provide more help to you?”
*Third,* Goldsmith advises asking for objective feedback from direct reports on how well they see you managing your own time.
Ask [them],
1) “Do you ever see me doing things that I don’t need to be doing?
2) Can I let go of some of my work and give it to my staff members?”
*Fourth,* remember that:
By delegating these activities to staff members you…free up some of your own time … and help to develop them.
Developing your staff’s own management capabilites, giving them opportunities to hone their skills, is one of your most important responsibilities as a founder. *In delegating well, you prepare your staff and your company for the future.*
And *Fifth,*
*don’t promise to do everything* that everyone suggests. Just promise to listen … and *do what you can,* cautions Goldmith.
Founders, if you have management questions of your own, we encourage you to send them to Dr. Goldsmith at by via e-mail at: askthecoach@hbsp.harvard.edu. And be sure to share his repsonse(s) with the Found|READ community.
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