Often leaders and executives are unaware of the difference between delegation and agency. When necessary, hide them and strengthen them. In terms of whether a leader should hide or strengthen, it would require him to have a good understanding of what these two words mean and also understand the nature of the situation within the organization to see which one is a better option.
The Longman Dictionary defines the delegation & # 39; as the process of giving energy or working to someone else so they are responsible for part of what they usually do.
& # 39; Strength & # 39; however, is defined as: & # 39; to give someone greater control over their own lives or circumstances. & # 39;
When one is entrusted with doing something, he has to follow certain rules or codes of practice to do that. This would mean that they constantly need to keep track of those who send their assignments. There can not be much room for improvement if necessary. Thus, the staff could not be able to use their initiative and come up with solutions.
Usually in the delegation, the person concerned is part of the problem, but when you strengthen a person with specific tasks or situations they can become part of the solution instead.
For example, take Tom as a manager Jane told him he is currently managing the market. Here it is expected to run the league as he thinks fit. Here is said to do what is necessary to bring up the numbers. However, Jane also tells Tom about a new initiative that he wants to make sure that he should check her and get her clearance first. In this situation, which Jane has done, it is fundamentally a special task that Tom and Tom do not have much leverage to do what he deems necessary without getting clearance from Jane.
But if Jane should tell Tom the problems the marketing department has and ask Tom to make a few suggestions and ask him to receive the league and turn it around – this would lead to an effective source.
It is not always possible to empower staff as sometimes, the nature of the work can be such that the leader needs to be in effective control and is responsible for any events that occur. However, there are many situations when a leader you can learn to strengthen rather than hide. Collecting is a much better way to lead people where the people you are leading get the chance to discover strengths and weaknesses. It also allows you to lead the way you assess the ability of the people you are leading and to see how you can maximize your own potential. As Jack Hyles put it: "Do not use your people to build a lot of work, use your work to build good people." This is basically the ideology term proxy. As you strengthen the people you are leading, they will be able to take ownership of what they are doing. They will be more motivated to achieve the goals you put on them. Unlike a delegation, when you strengthen yourself, you will not have to be constantly available to ensure that the job is done.
Here are some things to consider before deciding to strengthen:
Nature of the Project
Does the nature of the project enable you to strengthen? If you are already committed to crossing a particular task you need to see, however, it would be wise to strengthen it. The people who work for you must have the ability to work independently in order to strengthen. There are some tasks that you can only cross and in such a situation, it can be better than strengthening the project. The risk of strengthening is that you should be prepared to fail and if it should apply to a plan of a tendency to bring the project back into line. You can only achieve this if you are hundred percent clear about your role and responsibilities in the project.
When you strengthen a person you have automatically been promoted to a holy role of mentor. Unlike coach, the role of mentor is different in that you need to understand how the mentor thinks and works. You then need to increase their abilities by showing them how they can do it better. Being a guide requires patience, perseverance and faith in the subjects or subjects you are guiding. You need to demonstrate that you can approach and someone who is critical without being hives.
You must provide measurable instructions for the people you are authorized to follow. The instructions should give the representative the criteria that he or she knows needs to be met. These guidelines you must also allow people to have the flexibility to do their own path as long as the ultimate goal is achieved. At the same time, it's important that you stay in the loop to know what's going on so you can step in to help the team towards its goal. There are some leaders who strengthen and wash their hands so to speak about their responsibilities. This is not a real power, but pushing a guarantee. It is important that you as a leader remain committed to your role and responsibility. Finally, you need the desire to bring the best in your people.