Delegation is 2 edged sword.
Delegate too much and become less knowledgeable on the overall project.
Fail to delegate enough. Get accused of micromanaging.
Of not trusting team like leader should. Of holding people back. Slowing their personal development. That slows how fast you can promote them.Every leaders is evaluated by the number and quality of people they develop.
4 Tips to balance on the sword’s edge?
Talked to 5 highly experience leaders this week to gather their thoughts.
Know enough about the details of various projects to convey reports “up the chain of command.”
Decide what knowing the “details” mean. How to stay informed without taking over.“
“Different projects require different levels of my involvement. Easy to say now. Took me a while to understand which superiors needed to know more or less. That I needed to adapt what and how I communicated to them. My job, not theirs.”Invite team members to initiate conversations with leader. Brief updates versus scheduled reporting.
“Simply explaining to team members that I expected them to know what and when I needed to be aware. That I hated making reports just as much as the next person."”
Leaders ask people to share their plan or rough draft before execution. “Team members need to understand my need to understand the project without controlling it.”
Leaders need to convey above in two directions.
Show teams they trust them without taking over.
Show superiors that leaders have fluency in their projects without having to be involved in all the decision making.
There is difference between managing at 40,000’ and managing at 10,000’
What altitude is needed for each project?
Step back:
For each particular project, what does each superiors need/want?
Some may need more altitude than others. 1,000’? 10,000’? 40,000’?What does the leader need to know to stay on top of the project without controlling the project?
Given all other responsibilities, how involved does each superior need/want to be involved? What critical information does each need to know? How often? From what altitude?
Tips to do it?
Identify questions that need to be asked to oversee and report upwards?
Skim over project.
Where are stick points? The best way to document and explain them. How knowledgeable are people that need to be kept abreast. (Have they managed similar projects?)What relationships need to be maintained with different team members? Questions leader needs to ask to oversee, and report “up”. While allowing them to feel they control their areas of responsibility. Share appropriate information with teams to further their understanding.
Test Yourself.
Describe project strategy.
Explain pros and cons.
Overall project direction.
Quantifiable results.
Answer above points verbally. Don’t just think you can answer them. These are points superiors will want to be briefed on. Answers to all 4 should flow easily.
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Tom Ferree is the founder of Ferree & Associates and SecureEmploy, organizations focused on helping companies find exceptional talent and helping professionals advance their careers. Since founding Ferree & Associates in 1977, Tom has worked extensively with hospitality companies, executives, and rising leaders across the industry. Through SecureEmploy, he shares practical career strategies, leadership insights, and real-world advice to help professionals grow their careers and help organizations build stronger teams.
