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DT’s Tower: The Delegation Game

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You might have noticed over the last few months I have been interested in getting ‘stuff’ (technical term) done more efficiently and effectively.

Very Lordly! I have looked at both qualitative and quantitative data, identified the areas that need improvement (and got a blog post out of each one) and put it into practice.

Despite all this (and an improvement in productivity) I still have a lot to do…

…which means I’m going to have to (deep breath) delegate.

Its not that I hate delegating.  I can understand that tasks can be performed best by people who are good at them and if they enjoy them so much the better as this will get them into flow.

I’m just not very good at it :(

(cue violin music)

Can’t Delegate, Won’t Delegate

Its not that I’m a ‘micro manager’, a label that gets applied to Lords quite a bit with their desire to control, natural caution, organisation and focus on the detail.  I’m more than happy for people to use their initiative and focus on the result.

Where I get unstuck is that I struggle with the people side of the delegation game.  I recently retook my profile test and I want to share the graph with you.  You might see what I mean…

Do not adjust your screen… I really DO have 0% in Blaze energy, the people and communication side of the Talent Dynamics square.  I’ll try and break down what goes on in my head (you have been warned).

  1. Delegation is not something that naturally pops onto my radar.  Unlike a Supporter I never consider “who would enjoy this and get a great result”.  The task or tasks are what sticks with me as objective things that need to be done.
  2. With my Lordly ways I break down the task automatically into many different aspects that inform what needs to be done.  This trips me up whenever I need to communicate the task as I overcomplicate it.
  3. Objectivity is useful but not when delegating.  I have the knack sometimes of sucking all the fun or excitement out of a task.  People aren’t often excited by the task I share which obviously affects motivation.
  4. Being introverted, rather than delegate first, I delegate last as it really drains me of energy.  What this means is that I lose a valuable portion of time when ‘stuff’ (technical term remember) could be done but it isn’t happening as I haven’t shared it.
  5. When time is pressing the Lord in me takes control, I have all the information, I know what needs to be done, I am in the best place to get the task complete.  This can very quickly turn into a vicious circle of “won’t delegate = can’t delegate”

What can a Lord do?

I welcome your suggestions to help with the Delegation Game.  The obvious answer and the best is to get a Supporter to do it.  They live for this.  However, that isn’t an option right now.

The approach I am taking is looking at delegation as a process (moving me into Flow).  I am an avid fan of flowcharts and when looking into delegation I found this.

So I am clearly at step 1.  I am doing and I realise that I need to delegate.

From my point of view however, there is an element of complexity.  In order to hand over the task I need to identify what tasks need to be delegated, what goes into the task and who is best suited.  I can handle the objective skills but I’m going to need to have to move out of flow a little in order to see if people are interested in doing the work (rather than just sending an email with instructions).

Its going to be … interesting.  Until the end of the process I will be working out of flow BUT once the process is complete I should have more time to focus on those areas which require my Lord strengths.  In addition I will be helping move other members of my team into flow by playing to their strengths

I am going to have to work really hard to put the delegation front and centre, doing it first before ANYTHING else :)

 


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Which Profile makes the best Leader?

An interesting question that gets posed on a regular basis…

Someone had to take the lead...

Last week, I was sent an article, describing the difference between Leadership and Management. A typical school of thought, that when analysed, suggests that Dynamo/Blaze profiles are the kinds of people we should be seeking as ‘leaders’.  It also described  a typical view of a ‘manager’, (having made them sound a lot less valuable) The way they described the Manager, exemplified the Steel and Tempo profiles.

Now, I understand why these schools of thought exist…  People can find the strategists , the Visionaries, the out of the box thinkers, the enigmatic, warm and people focused profiles more attractive… That’s one of their natural talents, these profiles tend to shine more, just by being the way they are. However, when you consider that the wealthiest man on the planet right now, Warren Buffett, is an Accumulator Profile. An introvert by nature. Systemized, planned, thorough and precise and he leads the business,  it kind of questions that ‘School of Leadership’ thought…

I was debriefing a Star Profile the other day, who up until 6 months ago, was hailed as the visionary leader in his business.  Quite literally, he was seen as a Star leader amongst others. His strong passion, vision, ability to excite and inspire others with new and bold projects, was exactly what was needed - until the financial crisis occurred, when his greatest talents became his biggest challenge. The business focused on cost cutting, restructure, detail and precision. He said he couldnt have felt more out of flow if he had tried and was aware that his ’Talents’ were now being viewed as poor performance by the business.

A Lord profile I discussed this with, told me of how, until discovering her profile and value she rarely took the lead, always feeling in the shadow of the more extroverted profiles. However, when finally able to work in a team, that understood the profiles and knew her value, they recognised that it was crucial she took the lead on a project that required Clarity, Detail, Systems and information.  The project was an enormous success, the level of productivity was excellent and for the first time the team felt they had really grounded and succesfully completed a project. For the first time, she realised she was a Leader. Now, she knows there is a time and place where she is required to step up and that she too can ‘shine’

You see, there is no best profile to be a Leader. All 8 Profiles have tremendous Leadership qualities and abilities. True, they go about the delivery of that Leadership in a very different way and thats what makes them so valuable to your business.

Knowing that there is a time or situation, that is most appropriate for a particular profile to take the lead is really important

Here are the Leadership attributes and strengths from the different energies. It may help you as you determine who should be taking the lead on what and why its important to place value on all of them.

  • Dynamo Profiles – Task focused. Great at Initiation and getting things started. New projects. Action takers.
  • Blaze Profiles – People focused. Great at motiviating the team to action. Encourages strong collaboration and working to strengths.
  • Tempo Profiles – Activity focused. Great at consultation and connection. They ensure projects are delivered within timescales and to dependencies.
  • Steel Profiles – Data focused. Great at calculation of information and attention to detail. Ensures that clarity exists and completion occurs.

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