You have way too much on your plate not to delegate. You’re a busy manager with a lot of responsibilities. You know that delegating is one of the most critical skills for any manager to develop. You tried to delegate, and you found that you weren’t really sure what you were doing. You’re not the first leader to try delegating and realize you don’t know what you’re doing.
I am convinced that those things we truly believe are played out in our lives on a regular basis, and the things we claim to believe are nothing more than lip service we give to feel better about ourselves or friends to impress them. Unless that is, our actions support what we claim to believe.
In the first novel of the Harry Potter series, the wand maker Ollivander said that Lord Voldemort did great things – terrible, but great. The word great meant something to Ollivander that has led many to question what that is. After all, Voldemort’s reputation was that he was one of, if not, the evilest sorcerer of all time. His Machiavellian reign shouldn’t be something people praise.
Do you have that person in your life who is the authority on everything? I’m not talking about the know-it-all in your life; rather, I’m talking about that person who thinks because they declare something, so it is?
Whenever you’re wrong, admit it; whenever you’re right, shut up. – Ogden Nash
Performance reviews are the misery of managers everywhere. How do you effectively communicate to your employee the areas where they excel, what they should improve, and how it will affect their salary, benefits, and standing with the company? What’s worse for some of you is that you only do it once a year. You may forget what you told each of your reports about their performance, and they might dwell on a detail of the performance review you barely noticed.
When I was in the Marine Corps, I was assigned to 2D Marine Division, 2D Light Armored Reconnaissance Battalion. Our unit used light armored vehicles that used wheels instead of tracks. We had several different vehicles that served different functions. The nickname given to the vehicles by crewmen and mechanics was “pigs.” One staff sergeant, however, would put anyone in check calling one of the vehicles a pig. He would go on a tirade about the capabilities of the vehicle, the protection those vehicles provided troops in combat, and the importance of keeping them maintained. He would go on to say that it was important to not only treat the vehicles with respect but to also talk about them with respect. The lesson he taught was that we would treat the vehicles with the same respect we used to talk about them.
We value the people and things in our lives only as much as we talk about and describe them.