Delegating is the act of entrusting someone with a task and/or responsibility, usually with less seniority than the person who is delegating. Leadership is an ongoing act of delegating tasks and responsibilities. It seems like a straightforward activity, but it has several important aspects to consider to increase the chances of success.
Jurgen Appelo, author of the aforementioned book Management 3.0: Leading Agile Developers, Developing Agile Leaders, comments that delegating is not a binary decision to which you delegate or do not delegate. There are other levels of delegation between these two extremes and each of these other levels should be used depending on the context, that is, the problem to be solved and who will be working on the problem. According to him, there are seven levels:
I confess that in my day to day I don’t think about what kind of delegation I’m doing in each situation, it’s something more intuitive, but it’s good to be aware of and to remember these different levels of delegation. I have the impression that between “saying” and “delegating” there are more than 5 options. We navigate between these options fluidly according to the seniority of the team, the specific experience of the team with the topic in question, and how much this topic implies in any kind of risks.
The concept of delegation goes hand in hand with the concept of micromanagement:
Micromanagement is the management style in which the manager closely observes or controls the work of his subordinates or employees. Micromanagement generally has a negative connotation.
Micromanagement shows the leader’s inability to delegate. There are usually two reasons for a leader to micromanage his team:
The most common is to find leaders with insecurity, usually people who are leading for the first time, but who eventually end up understanding their role and exercising delegation. Leaders who micromanage because of their personality are rare and unlikely to change.
People on a team that is being micromanaged tend to quickly disengage. Once they are doing things the manager’s way, they do not perceive themselves as responsible for the result obtained, whether the result is good or bad. If the result is good, the leader will probably attribute success to his way of doing things. If it goes wrong, the person who did the job will not feel responsible, as he “just followed orders”.
One of the biggest barriers to delegation is the leader’s certainty that his way of doing things is the right one. When he was an individual contributor he did things that way and the result came. So much so that he was promoted to manager for doing things that way. So, what he understands that he has to do as a manager is to make sure that all the people on his team do things the way he does. At that moment, this leader’s need for micromanagement appears.
A leader must always focus on the expected result. The way in which this result is achieved is less important than obtaining the result. If a person on your team does things differently than you usually do, it does not mean that the way they do it is wrong (of course, as long as it is not an illicit way and does not harm people). It’s just a different way of doing things. Perhaps even more efficiently. The leader needs to respect this diversity of ways of doing things and only present his way of doing it when he realizes that the person is not managing to evolve alone.
Every time we delegate something for someone to do, if it is the first time that person is doing it, it will be a learning opportunity. For this reason, the person is very likely to make some mistakes, and here comes one of the most difficult trade-offs of a leader. How much error is acceptable? This depends a lot on each situation, it is up to the leader to understand if the mistakes are acceptable to allow learning, or if given the criticality of the work to be done, mistakes must be minimized. We must always create an environment conducive to learning from mistakes, as this will be the most effective learning. That’s what I try to do with the teams I lead.
Okay, with this chapter we conclude the part about my personal principles of leadership (people: priority # 1 – always, leading is like being a doctor, leading under pressure, mentoring is a two-way street, and how and when to delegate). In the next chapters, we will see what culture is and what values â€‹â€‹I believe are mandatory to create successful digital products.
So, did you miss something in this chapter? What else would you like me to cover?
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