![]() Has demonstrated evidence of competency.Then determine the person’s next challenge. Then define excellence and get out of the way! Give plenty of recognition for successful completion of the task. Delegate when a person has:ĭevelop when the employee has high competence and high commitment to the task. Ask questions and provide direction and specific support when necessary. Then let the employee determine the approach they will take and keep you informed as to their progress. Again, define excellence so both sides have clarity around the goal. Direct when a person:ĭelegate when the employee has moderate to high competence. Be sure to define excellence (what, how and when), and provide specifics (templates, examples, etc.) so the person can achieve the desired outcome. Often, people will need a combination of styles depending on the complexity of the task assigned, their experience with the task, and the competency levels required to complete it with excellence.ĭirect when the employee has low to moderate competence with the skills and abilities needed to complete the task. Determine which style is appropriate based on the task at hand rather than the individual. Knowing when to direct, delegate or develop is critical to managerial effectiveness. But in most cases they shouldn’t need direction. Once you define winning for your organization, team members may need your guidance and support. It usually produces the best results in a crisis situation, when someone has never done the task before, or when they have little or no confidence in their ability to get it done.Ĭoaching works best for developmental purposes, especially when you have a team of competent professionals already performing at a reasonably high level. ![]() ![]() Managing involves a more directive, task-oriented style that should only be used under certain conditions.
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