The mantra goes like this. We have a staff of employees, associates, and subordinates for three purposes:
To extend our reach – to make it possible for us as leaders and managers to get influence more people and thus get more done.
To multiply our effectiveness – the principle of reproduction works here. We impart to faithful people who are then able to impart to others. Our vision, our objectives, our enthusiasm, our ideas, our intelligence, our abilities are distributed through a network of trained and competent individuals, otherwise known as staff.
To divide our work – we add others so we can pass on task lists to them thus freeing ourselves to focus on those things that we can uniquely do. Discover what it is that you as a leader can do that no one else can. Give everything else away.
For those readers that have been visiting my blog for awhile, you’ve read the three purposes above before. (if you’re new and want to catch up, check them out here.) They sum up the definition of leadership which is:
“the process OF PERSUASION AND EXAMPLE by which an individual (or a leadership team) induces a group to TAKE ACTION that is in accord with the leader’s purposes or the shared purposes of all.”
Leadership does not happen in isolation. By its nature it involves, engages, and affects others. Therefore, leadership is primarily a function of influence, the capacity of one person to positively motivate someone else so that something happens.
No attributes of leadership are passive. They are all active. Something happens as a result of leadership. If nothing happens, if no one follows, if no one does anything, if nothing develops, leadership has not happened.
Like the great philosopher Yogi Berra once said, “Leading is easy. The hard part is getting people to follow.” So, the mobilization of inanimate objects requires some sort of force.
In my last post I wrote of the gentle side of force. Today, I will discuss the dynamics of force as it energizes objects and creates movement. If that is to happen, there must be some sort of connection, power lines if you will, that transfer energy from one to another. It looks and works like this:
Leadership conceptually and practically demands that you, as leaders or manager, get the ball rolling. A good friend who served as manager for a major automobile manufacturer once remarked that
“Effective leaders become the point of action and accomplishment while ineffective leaders become the point of reaction and resistance.”
My illustration above provides the outline for the next several posts. You as the leader or manager are the center point. Power starts with you. What you believe, what you say, who you are, and what you do either influences others or it doesn’t. Let’s take the premise that you are reading this blog because leadership rests on you.
With most subordinates, something must be said, tasks must be defined, and objectives must be clarified. The hand-off of power is called delegation. True enough, you may have associates who are quite intuitive and proven who can “read your mind” so to speak and pick up on what needs to be done, then run with it, but those associates are not many. Most will need, want, indeed wait for the hand-off from you.
If this does not happen, not much else will either.
However,NEVER DELEGATE AUTHORITY WITHOUT EXPLICITLY AND DEFINITIVELY TYING IT TO RESPONSIBILITY.
Power is not to be played with and never to be passed around simply because you can pass it around. Power has a purpose – to accomplish a specified and agreed upon task or objective.
Therefore, for you as leader and manager delegation does NOT MEAN abandoning responsibility even when you hand it off. Take another look at figure 1 above. Power needs a complete circuit in order to flow. Just like electricity, the power must return safely to its source.
The leader/manager always retains the responsibility to:
- Know what is going on,
- Set the direction for the department or company,
- Make the decisions the delegated party cannot make,
- Ensure that everyone stays on course
- Open doors, clear the way, offer a guiding hand,
- Assess performance,
- Be smart.
In the next post I will explain the choices you have to make when delegating, how the process works, and verbal contracts. Check back in on Thursday.