How do you delegate in a healthy, productive way?
One recent morning, I had my regular 1:1 with a COO of a client company. We discussed delegation, and she used the word “abdication.” It really piqued my interest, and got me thinking. I realized I have seen multiple cases of abdication disguised as delegation over the years, often leading to disastrous results.
The most extreme example was when a CTO wrapped up a failed project by stating in front of a leadership team that “the manager screwed up.” This manager was, of course, on the CTO’s team. The project was put on their shoulders by the CTO. The project’s desired outcome was defined by the CTO. But somehow, the end result ceased to be the CTO’s accountability? Fortunately, this was a second hand account, and not my client company. I might’ve blown a gasket had I been in that room…
Abdication is throwing something over the fence, often to a person who can’t refuse the “delegation,” effectively creating a scapegoat for the inevitable failure of the initiative. To abdicate means to refuse accountability, and to use the “not my fault, if it fails, it’s theirs” excuse.
“Delegating” in this way is unfair and can be seen as a form of manipulation, and a sure way to set someone up for failure.
Don’t do that!
When you delegate correctly and fairly, you retain the accountability of the overall outcome. Further, you are carving out a part of the accountability for the delegatee – and of course granting credit where it is due! You remain on the hook to provide support if needed, and they feel you have their back along the way.
Do that!
Jim Collins in Good to Great speaks of Level 5 leadership and the principle of “Mirror and a window”, which is exactly what we are talking about here. Read this book if you haven’t!
How do you ensure when delegating, the team feels you have their back? Do you hold your team to the same standards with respect to their accountabilities?
