New manager compulsion: quicker to do it yourself

New managers can be scary. Not because they set out to be that way, but in most cases a new manager will try too hard and will have all the best intentions, BUT (there is always a but) will loose out when it comes to experience.

There are many first time managerial issues: red-penning or correcting work, delegation, bringing up a performance issue, recruitment etc.

One of the most common issues I observe of my fellow young professionals is related to delegation. The new manager will complain that it is quicker to do it themselves than to delegate the work. The time involved in explaining it to a staff member, the time it takes for the staff member to do the task and then the time involved in editing the work, not to mention responding to questions tends to mean that the work takes much longer to complete. So it’s easier for the new manager to do the task in the first place, pleasing their own manager with a quick response time.

In some instances, time is important, but there is a reason for delegating. Think about it:

The staff member learns a new skill

Opportunity to build repour between staff members

Ability for the manager to concentrate their time on other activities

Allows the manager to see the bigger picture without diving into the detail

Provides autonomy for staff

…and the list goes on.

Tied to this new manager compulsion is expecting work to be done that way the manager would want it. When you delegate the task, be prepared to delegate the objective or outcome, not the process to achieve it. Putting your ego aside and stepping well away from micromanagement – be prepared to provide some training and advice, but accept that the outcome could be achieved through multiple processes. Too often new managers are so tied into getting things perfectly their way, that they end up re-doing the whole piece of work…. usually until late at night. Be prepared that staff can achieve the outcome through other means. By the way, this is called (a form of) innovation!

There is much for the new manager to learn in delegation. Patience, resourcing, problem solving and time management. After all, as the manager you might be juggling a number of problems identified by staff, gaining experience in the amount of time or resources a task requires and then of course, strategic thinking. Don't forget, the purpose of being out of the detail is so that you can pull the pieces together to get the bigger picture.

Most important thing about delegation? Thank you. Yes, it is a person’s job, but simple manners goes a long way. Particularly since praise is shared.

Of course, this advice assumes that there is a hierarchy in place to allow easy delegation. When the hierarchy is fluid or the difference in grades is minor, then it can be a challenge. Very few people volunteer to take on additional work, so if you are going to delegate, it needs to be communicated clearly. Be prepared for refusals, this is your opportunity to really listen.

My personal approach to editing or reviewing work I have delegated that has not been done how I would have done it: I consider these layers:

• If I am the approver and it goes no further and the work is factually accurate, then I don’t make any changes.

• If the work is going one level above me (and no further) and the work is factually accurate, I will likely make no changes and spend minimal time on it.

• If it is going further up the line (eg CEO or equivalent), but is internally only, I will review for completeness and appropriateness (after all, it reflects on my manager too). I will spend a bit more time working on the tone and language.

• Work that is going outside of the organisation requires more than a quick factual check, this is where I would spend more time reviewing as it is a reflection of the organisation and board.

For the simple guide to how to delegate, this is a good source on the SMART process, steps to take, the type of delegating to undertake and processes.

http://www.businessballs.com/delegation.htm

Extra tips on effective delegation: http://www.businessknowhow.com/growth/delegating.htm

#Newmanager #Delegation #Editingwork