Becoming a Better Delegator

Are you prioritizing the best interest of others?

Summary
Transcript

Dean Harbry—executive advisor, coach and chief operating officer for Brightworth—explains how leaders can be better delegators for their people.

“Leaders can be better delegators [when they] stop making it about them and start making it about the people that work for them,” he says. “Professional delegation requires putting people at different levels of freedom to make sure that they're not stranded or left to do it on their own with no guidance.”

Watch the video to learn more about delegating effectively.

Leaders can be better delegators by stop making it about them and start making it about the people that work for them. And so whenever we're working in our employees' best interest versus our best interest, it kind of opens the door in helping them to get, absorb and, you know, develop those competencies. Professional delegation requires putting people at different levels of freedom to make sure that they're not stranded or, you know, kind of left to do it on their own with no guidance.

So oftentimes the professional protocols of delegation is to like, "Hey, I want you to bring back a recommendation to me. Like what would you do in this circumstance?" versus just giving them the job. And when they come back and say, "Hey, I think we should do this," I mean if you like the ideas as a boss, it's like, "Great, that's a good idea. You should execute on that."

If they come back and they have a not-so-good idea, well, how can we demonstrate curiosity in a moment like that to help them to think it, feel it and say it before you have to as a boss? So finding ways to ask discovery-based, curiosity-based questions like, "Well, OK, if you were to take that action, what would the impact be to some of the departments around you?"

So the idea of somebody who's delegating is to create awareness in the people that report to them. Their job is to develop the unrealized potential of the people that report to them. And if we take a telling approach or, you know, a withholding approach or whatever, we'll never develop our people to the place where they can be.
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Dean Harbry

Dean Harbry has a long history of work assignments in the financial services arena. After a long stint overseas, he began his corporate career at the Bank of Ireland, where he worked with the stateside Bank CFO in mergers and acquisit...

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