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I just heard the delegating podcast from 2005. Of course, I may have missed it - so I was wondering how all this flat-sizing and matrixing fits into all this.

We are all being asked to do more with less, have less direct authority or direct reports etc. Anyone want to share some ideas on how you may be able to delegate to indirects or people who already had tons of tasks pushed down their throats?

Thanks very much.

*RNTT

Mark's picture

You don't "delegate" to those who don't work for you.

You build relationships with them over time that allows you to help them at various times and also for them to help you.

If you don't have role power, the strength of the "task-bonds" connecting you to others are much more a function of relationship and ethical power than organizational role.

Mark

asteriskrntt1's picture

Thanks Mark

What you say makes perfect sense. Would that be one of the reasons for the numbers you cited (20-30%) as all managers are delegating to, as we are running out of direct reports? Or do you feel it is still more that managers just don't know how to delegate?

*RNTT

PS - Good luck with the conference - I wish I was going!

wjm123's picture

Hi M & M,

Can you give a short explanation of the difference between delegation and coaching?

Example: I work in a design organization and the direction from upper management is to start doing more motion oriented deliverables (animations, prototypes, etc.) of our ideas instead of drawings and static flows. Its believed that people better understand a design concept if they can see it in action.

I don't have alot of experience with the tools to accomplish this (flash, director, powerpoint simulations, etc.). So do I "coach" someone to investigate and learn these tools and bring information back to train the team? Or do I "delegate" this responsability to someone with the same goals. Either way they will need to seek training in this area.

Thanks!

Jake f

jhack's picture

They've covered this in podcasts. I'd recommend the basics (One on Ones, Feedback, Delegation, and Coaching) and the "helping employees develop" (11-7-05) which kinda puts it all together. Check the categories:

http://www.manager-tools.com/podcasts-by-category/

Those podcasts will directly answer your question below (and some you haven't yet asked, like the difference between training and coaching).

In a week of listening while commuting or working out, you will likely be clear on the difference. And if you still have questions, you can post those more focused questions here.

Let us know how it goes.

John

US41's picture

[quote="wjm123"]Hi M & M,

Can you give a short explanation of the difference between delegation and coaching? [/quote]

A short version is useless imo, but here's a highlight to hopefully motivate you to listen to all of the podcasts multiple times.

Coaching: How you get your folks to help contribute concepts that they need help with and focus and track their performance in getting themselves trained by other resources than yourself toward improved performance.

Delegation: How you ask someone else to do something that you were going to do yourself.

Mentoring: When you seek out someone who has some knowledge, experience, or strength you need who can advise, provide feedback and guidance that is not your boss

Feedback: When you inform someone that their behavior has some good or bad consequence in such a way as to encourage effective behavior.

One on ones: The single most effective management tool - meeting with each of your direct reports 30 mins once a week using a model that allows you to gather intel and provide feedback. Primary purpose: the building of relationships.