Delegation Tips
This page brings together a special series of short, practical delegation tips, originally shared in a simple bulletin format and followed by leaders over an extended period of time.
The Daily Tips quickly became a valued resource for managers looking to delegate more effectively and lead with greater confidence.
Although the series has now come to an end, I’m pleased to say these tips are still highly relevant, well regarded and frequently referenced by leaders today. The fundamentals of good delegation don’t change, and each tip offers timeless practical guidance that can be applied immediately in day-to-day leadership situations.
I’m featuring this collection for you as an ongoing resource, drawing on my experience of working closely with executives and leadership teams.
I hope they continue to support you in developing stronger teams, greater clarity and more effective leadership.
Dave Stitt, MCC
You can’t mandate spirit
The ridiculous and thrilling comebacks of Liverpool and Tottenham show the importance of spirit. But it’s not that simple, and Crossrail, and all of us, should take note.
Crossrail and spin
One thing politicians are right about on Crossrail: the project leadership shouldn’t have suppressed the bad news.
Politicians, wind your necks in on Crossrail
Should all those who toiled on the project, from planners to project managers, now wipe it from their CVs because it ran over a bit? Give me a break!
Task dumping isn’t real delegation
The freedom it affords you is limited, as are the growth opportunities for your delegatee. Here’s a way of thinking bigger…
How to create meaning
People pull out all the stops if they care about what they’re doing, but how do you help them care? How do you create meaning?
What are you building?
A little story to show how leadership means creating a powerful sense of purpose.
How to get grit
Here are Four T’s that can help you keep going …
Specific and ordinary
Effective goal-setting requires discipline in language. Ditch clever-sounding abstractions like “maximising synergies”. I propose the following test for checking the language you use.
The blame game
We want to blame someone when something goes wrong. Thirsty for explanations, we say this person is out of his depth, or that person is negligent. But this is often simplistic.
Careful feedback
Don’t use feedback to try and “improve” someone. Their sense of self, and self-esteem, should only be boosted.
To build a cathedral
They took generations. If you started work on Notre Dame in 1163, you’d know you’d be dead before it was finished, as would your son, and probably his son.
When a company loses its soul
A manager in a big, national firm resigned last week after several frustrating years. It was a mix of being dumped with loads of responsibility without any back-up.