Leadership - Delegation

Leadership – Delegation - Part 3


In Part 2 of this series of posts, we looked at Preparation and Matching the Job to the Person.
Communicating the Vision
If the project is to succeed, everyone needs to see the broader aims of the whole project and the vision involved.  Information is vital, but so is communicating the enthusiasm and value of the vision.  Communicate the value of the project’s success – its value to the organisation and to the people taking on the various tasks. It is also necessary to make the members feel that the vision is theirs as well, that they can contribute to it, and feed it with their own creativity, enthusiasm and hard work.
Motivation 
Communicating the vision involves the use of positive, encouraging language.  Use words like believe, confidence in abilities, success.  The language needs to communicate strength and positivity both in the enthusiasm for the project and in the faith in the people involved and their ability to achieve their goals.
 
Each person needs to be given the responsibility to achieve the task delegated to them.  It will encourage them to contribute wholeheartedly to the job and its success.  If the person does not want the responsibility, then perhaps it was not a good decision to delegate to them.
And those who are happy to work with responsibility, will also be motivated by the knowledge that you have the faith that they can achieve the job they have been given.
 
Expect high standards.
 
Make sure each person has the resources and the moral support to achieve their tasks.
 
Albert Schweitzer said, “Example is not the main thing in influencing others. It is the only thing.  So lead by example.  Take your place on the ground floor and “at the coal face.”  And if you have middle level managers, give them direct experience of the work and the workplace.