Leadership: Delegate Or Die – Douglas E. Castle

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Leadership: Delegate Or Die
One Of the Most Important Responsibilities Of A Leader Is To Delegate Responsibility

 

To be a leader and to maintain a position of leadership, you must be a competent and efficient delegator. By the act of delegating, you are not relinquishing control – you are actually expanding the realm and scope of your control. The larger the responsibilities and the larger the organization, the more proficient you must be at delegation.

In the military, “delegation” is defined as the action by which a commander assigns part of his or her authority commensurate with the assigned task to a subordinate commander. While ultimate responsibility cannot be relinquished, delegation of authority carries with it the imposition of a measure of responsibility. The extent of the authority delegated must be clearly stated.

Your success at delegation will determine the strength and length of your reign as a leader and commander. The most significant insights and skills which are required in successful delegation are listed below. They are worth studying:

=> If you are obsessive-compulsive by your nature, do all that you can to rationally counterbalance this dangerous impediment to effective delegation. You cannot micromanage and be a leader. You cannot be the servant of your subordinates because you are insistent about things being done exactly as you would have them done;

=> You must constantly keep the big picture and the broader focus in mind. If you are a perfectionist and overly detail-oriented, you will never be able to attain your organizational objectives while mired in minutiae;

=> Understand all of your responsibilities, and itemize or componentize each of them. You’ll find that each individual component can be delegated (as it must) to someone in your organization whom you can select. If the right individual is not among your inventory of Human Assets, then you must either replace some of your people, or your must acquire some new members with the requisite skill sets. The objective is to export as many of your responsibilities as possible, while retain the central responsibility of organizational stewardship, oversight and goal attainment;

=> When you delegate responsibility for the accomplishment of a task or function, also remember to grant the requisite authority and to impose the necessary accountability to the person to whom you’ve charged with the job. Responsibility without authority is a recipe for managerial impotence and non- performance. Responsibility without accountability is a recipe for waste, abuse and failure;

=> Since you, as a leader, are ultimately responsible for the successful and efficient attainment of your organization’s most important goals, you must constantly monitor the performance of those to whom you’ve delegated, without being drawn in to correcting their mistakes yourself. Observe, measure, suggest, monitor and determine whether the subject task has been assigned to the right individual; sometimes a change may be warranted.

=> Where you observe leadership potential in some of those persons to whom you’ve delegated tasks, you may find it wise to increase their roster or responsibilities, but to also grant them greater authority to sub-delegate to others who are subordinate to them. Remember that the greatest leaders know how to identify and cultivate leadership within their organizations. Be aggressive and bold about identifying and leveraging the leadership talents of other leaders within your organization. Encourage leadership and acceptance of increased responsibility. Reward it and give it appropriate recognition. Empowering other leaders liberates you to be a greater leader yourself.

=> As you develop leaders and assign them to their respective specialty areas (not unlike fiefdoms within a kingdom), clearly identify where each one’s territory begins and ends. Clearly define their responsibilities with minimal overlap. Keep your subordinate leaders separated from each other (unless you are present and orchestrating or conducting a meeting or hearing reports) – fiefdoms should not compete, but neither should their feudal lords unite, lest they undermine the king’s leadership. 

In brief, don’t permit your subordinates to take you over. Delegate, but do so without ever permitting your absolute command from being undermined. Keep your emerging leaders separated from each other, and even instill a competitive spirit amongst them to ‘fight’ for your approval.

As always, thank you for reading me. 

Douglas E Castle 

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Douglas E. Castle, leadership, management, delegation, responsibility, authority, taking command, grooming leaders, accountability, business, career advancement, self-promotion, personal power, organization. 

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D.E.Castle's Daily Business Advisory Wrap-Up.
Skim It. But DON'T MISS It.
This site is the Management Consultants' and Chief Reconstruction Officers' best all-industry guide to analyzing, diagnosing, devising a strategy, creating either an Action Plan or an Emergence Plan and overseeing and monitoring the successful implementation of either in order to ensure the client organization's optimal, sustainable profitability. These plans are always made scalable to accommodate the size and needs of the client, whether it is fast-growing young company with an aggressive and ambitious agenda, or whether it is an older, larger, well-established business which is experiencing problems or which is at a crucial decision making point in its evolution as an entity, and which requires sound advice (and often implementation oversight and assertive "hands-on" assistance in the form of a powerful third-party representative agent or a an expert in the art of negotiation as its appointed "point person") regarding its next steps. In the alternative, Douglas E. Castle is expert at helping fast-track, rapidly emerging companies to growth through acquisitions, mergers, licensing, branding and both domestic and international strategic joint ventures to access better, more efficient supply chain sourcing and to open up wider global markets to dramatically increase the scope of possible new revenue opportunities.


KLOUT: Rhymes With “Shout”. What Meaning Does A Klout Score Have, Anyway?

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People are still talking about Klout scores. In theory, the higher your Klout score (scores range from zero to 100), the greater your “influence” in networked society, and amongst your peers. I frankly think that it’s simply a measure of how good you are, or how much time you invest, in using social media for self-promotion, regardless of the quality of  your words and their wisdom content. When I receive notices from Klout, I have mixed feelings. Here’s one for example:

KLOUT SCORE IMAGE - Douglas E. Castle

Ironically, this happens whenever I am particularly active at “gaming” my social media. And the more time that I invest in gaming my social media, the less time that I am spending accomplishing other tasks which add value to my asset portfolio or profitability to my businesses. It’s an inverse relationship: the more time I spend raising my “social influence,” and my personal brand (which is, admittedly of some importance in obtaining client opportunities) the less time I spend working.

Here’s how I see it:

Klout Score Versus Productivity -Illustrative Example - Douglas E. Castle

Yes. I may be a harsh, crude judge, but social influence is not exactly the same as true branding, name recognition, or visitor conversion. It is just another metric by which we attempt to quantify qualitative characteristics. We are a metrically-obsessive society.

I would rather invest more of my time on directly productive activities than on indirectly, remotely reputation-building activities. The higher my Klout score, the poorer my optimization of time. I would rather selectively influence a small group of important persons than spread my seed all over social media society.

Want to laugh? I’ll bet that my Klout score will go up a bit higher just because I spent some idle time composing this blog article. That’s ironic. I would rather see my profits go up, and hire a more effective publicist. In the unforgettable words of a forgettable Millennial philosopher, “Meh.” I think that there are far better ways to gauge meaningful (i.e., targeted) social influence than by elevating my Klout score.

I prefer polling and other more parametrically-defined methods of measuring opinion or sentiment. Nielsen ratings used to be hot stuff. The average number of  times that your name is googled might be a better indicator of how much gravity and magnetism you have. I could go on, but I’d better get back to work — that means having meaningful conversations and interactions with other people.

To me (and I am neither opinionated nor sarcastic), bragging about my Klout score is rather like the fellow who used to clean my septic tanks bragging about his IQ and showing me his (somewhat cloudy-looking) MENSA ring. Heck — he probably did well on his SAT scores as well. How do you measure success? How do you quantify personality? Klout is a measure of your social Shout activity. Now get back to work, esteemed colleagues!

Douglas E. Castle

 
Klout scores tell far too little about an individual to use as a means of determining that person’s influence in the focus areas where Influence Matters.
 

 

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QUOTATIONS - Immortal Wisdom - WORDS - The Building Blocks Of Language - Linked Image - By Douglas E Castle














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NOTICE









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View DOUGLAS E. CASTLE's profile on LinkedIn
Share this page
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Contact Douglas E. Castle Follow Me on Pinterest
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***************
This site is proudly affiliated with Global Edge International Consulting Associates, Inc. ["GEI”]
Free Subscription to The GEI Business Daily!
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Receive Our Free GEI RSS Feed!

***Follow GEI's Company Page On LinkedIn!

Respond To Douglas E Castle
http://bit.ly/CASTLEDIRECT

Perspective Is Wisdom - Large
D.E.Castle's Daily Business Advisory Wrap-Up.
Skim It. But DON'T MISS It.
This site is the Management Consultants' and Chief Reconstruction Officers' best all-industry guide to analyzing, diagnosing, devising a strategy, creating either an Action Plan or an Emergence Plan and overseeing and monitoring the successful implementation of either in order to ensure the client organization's optimal, sustainable profitability. These plans are always made scalable to accommodate the size and needs of the client, whether it is fast-growing young company with an aggressive and ambitious agenda, or whether it is an older, larger, well-established business which is experiencing problems or which is at a crucial decision making point in its evolution as an entity, and which requires sound advice (and often implementation oversight and assertive "hands-on" assistance in the form of a powerful third-party representative agent or a an expert in the art of negotiation as its appointed "point person") regarding its next steps. In the alternative, Douglas E. Castle is expert at helping fast-track, rapidly emerging companies to growth through acquisitions, mergers, licensing, branding and both domestic and international strategic joint ventures to access better, more efficient supply chain sourcing and to open up wider global markets to dramatically increase the scope of possible new revenue opportunities.