Dear Madeleine,

I’ve been managing a couple of teams located around the globe. Recently, our business has exploded, and I find that I am losing control of things. My question is: how do I help my people clarify when they need to include me in big decisions and when they don’t? I’ve never had this issue in the past—but we are doing so much and things are moving so fast. I need to find another way, because mistakes are being made and I am held responsible. I really don’t want to make anyone feel bad or demotivated. I actually appreciate that people are taking things into their own hands—until of course, they mess up.

I’ve never had any management training, but I assume people who do learn how to deal with this kind of thing. Any ideas?

Big Mistakes

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Dear Big Mistakes,

I wouldn’t worry about training; you seem to be doing awfully well on your own. At least you have the right mindset—which, frankly, no amount of training can shift for some people. And at least the problem you are grappling with is a good problem to have. Nothing succeeds like success!

I know of three concepts/models that might be helpful to you here. One is our time-tested, research-based flagship model, SLII®. Essentially, it helps managers and direct reports break down all goals and tasks, diagnose the competence and confidence of the employee in relation to each task, and then identify exactly what kind of leadership style is needed. You can access a cool e-book about it here.

Things have changed in the last few months. If people are making bad decisions, it’s because they are doing new tasks that they aren’t competent enough to fly solo with. That’s all. They are perfectly able to develop their competence, but first they need clear direction from you as well as some practice that you can supervise at critical stages. Ultimately, you will be able to trust them to have good judgment. So first read up on the model, then get super clear about where people are making mistakes and what is new about those instances. When you have conversations, you can own that you hadn’t given clear direction before and you wouldn’t expect a person to know something you had never told them. That way, you aren’t criticizing—you are simply correcting your own oversight while creating an environment in which the commitment is to transfer the capability for the future. It is good for them, and it frees you up.

Another concept, which I wrote about recently in this column, is Waterline. I learned this concept from W.L. Gore & Associates, where it is a company value. Your people need to know in no uncertain terms where their decision-making authority ends and when they need to consult you or others. If they understand the big picture well enough, they can assess the risk of each decision and know when the consequences of a mistake will be unacceptable.

The last model you may find useful is the RACI Chart. The RACI Chart, sometimes called a matrix, is used in project management for complex operations such as software design—but it is also good to use when working to create something new as a group. If you are growing in leaps and bounds, this is a great way to create clear agreements about exactly who is doing what and who they need to involve, consult, or work with. Once again, it’s up to you to gain clarity on all tasks and who is responsible for executing on the actions to achieve them. You also know who they need to consult with and gain input from on the plan, and who ultimately is accountable for making sure things are done correctly and according to timeline. You probably did this intuitively before, but didn’t have a chance to revisit everything as things began to change.

Since it seems like you generally trust your people and care about making them feel appreciated, no one will mind your pushing for increased clarity. Nobody wants to make mistakes—it is embarrassing! You can be crystal clear about decisions that need to be run by you as you develop your people and eventually empower them to make decisions on their own. In the end, you will have much stronger people and be able to grow that much faster.

Let me know which model is most useful to you.

Love, Madeleine

About the Author

Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.

Got a question for Madeleine? Email Madeleine and look for your response here next week!

Dear Madeleine,

I just read your article entitled 7 Tips for Letting Go as a Manager on Blanchard LeaderChat.

 I have a very simple question, but it’s one I have been struggling with: How do you delegate to someone who doesn’t want to do their job—and doesn’t really care if it gets done?

 We have no accountability in our office. One associate knows this and uses it to her advantage. She literally will not do anything she doesn’t want to do, no matter how many times I ask about a project.

 Our CEO does not like confrontation unless it’s about him confronting a manager, like me, about a project.

 Help!

Can’t Delegate

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Dear Can’t Delegate,

I am so glad that you are reading LeaderChat! That blog was actually written by my colleague, coaching solutions partner Terry Watkins, so I asked her to weigh in on this response.

Terry says:

“It’s important to understand what is causing the associate to be disengaged. Your approach is going to be different based on your professional connection to the associate. Are you her manager, or are you a peer? As her manager, you may be more direct and firm, and you may incorporate an accountability measure. As a peer, you would try to be more persuasive and collaborative.

Delegation begins with planning. Follow these steps in order:

1. Identify the right person for the task.
2. Communicate the purpose and details of the task.
3. Establish a reasonable timeline with agreed-upon milestones and checkpoints.
4. Schedule times for monitoring progress to give feedback and accountability.

If you believe this associate is the right person for the project, this should set you up for success. If she is not meeting checkpoint deadlines, you and she need to have a heart-to-heart conversation. Be crystal clear on the need for and expectations of the project and why she is the best person to complete it. Ask her for her thoughts on the project, using open-ended questions or statements such as: What is getting in your way? Is there something you need that you aren’t getting? or Help me understand what is going on with you.

You want to get to the heart of the matter with the associate so that you really understand the motivation for her behavior. Don’t rush the conversation—recognize that it may take some time for her to open up. Create a safe environment by showing empathy, asking open-ended questions, and practicing active listening to show you care. Identify ways you can support her in completing the project, including regular one-on-one meetings that will allow you to monitor progress. If the associate continues to resist, a formal conversation about a performance improvement plan or transitioning to another role may be necessary.”

This is Madeleine again. Terry’s advice is sound—and it describes management, not confrontation.

How on earth does anything ever get done if there is no accountability? How does your CEO hold you accountable? Can you use his methods?

Do your best to actually manage the situation and see what happens. If the associate still refuses to do the job with all of the support and direction you are offering, she needs to go. Or if you get no support for hiring employees who actually want to work, maybe you need to go.

Good luck to you!

Love, Madeleine (and Terry!)

About the author

Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.

Got a question for Madeleine? Email Madeleine and look for your response here next week!

Delegation and control are common topics with my coaching clients. They recognize the importance of delegation and how it can serve them, but some still struggle with letting go.

In order to free up space to be more strategic, have a greater impact, be more efficient, and achieve work/life balance, delegating appropriate tasks to others is necessary and even required for managers today. This can feel risky—especially if the leader is high controlling, is a perfectionist, or has a heavy workload. Effective leaders who climb the corporate ladder are skilled at delegating and developing people.

When delegating, room must be made for learners to try and fail, which takes extra time. Similar to Blanchard’s SLII® model, extra time is required in Style 1 (Directing) to provide details, show and tell how, monitor frequently, and give feedback to develop a team member on a new task. As the learner develops, the leader can eventually move to Style 4 (Delegating) and devote less time to the team member.

It takes time and planning to effectively develop others, but it’s worth it. Delegation and the development of others are linked together!

If internal issues are standing in the way of delegating, leaders must ask themselves what is causing the need for control. Why do I fear letting go and trusting others to do it correctly? Do I really believe I am the only one who can do it? Do I just want attention? Some managers simply enjoy the sense of accomplishment because they can complete the tasks quickly and accurately with no heavy brain power (cognitive strain).

Ready to start letting go? Here are seven tactics that will help you be more successful.

1. Create a detailed plan for transferring the task.
2. Be clear of the objectives and outcomes of the task.
3. Create a timeline.
4. Establish how and when you will monitor progress.
5. Do not make assumptions.
6. Create a safe space for learning and failures.
7. Provide timely feedback.

Many times, what stands in the way of managerial success is control. The leader’s need to remain in control of a task or project will eventually cause both leader and direct report to fall short of expectations. Delegating more will allow for growth opportunities and professional development for both you and your people. Use these suggestions, take a deep breath, and give it a try today!

About the Author

Terry Watkins is a coaching solutions partner with The Ken Blanchard Companies Coaching Services team. Since 2000, Blanchard’s 150 coaches have worked with over 14,500 individuals in more than 250 companies throughout the world. Learn more at Blanchard Coaching Services.

Dear Madeleine,

I am the new CEO of an asset management firm. I am concerned that my executive team is not up to speed and I am nervous about delegating to them.

They are all super talented, bright and experienced. The problem is the former CEO was a micromanager who was punitive when people asked for help. Now I need to change the culture in the group to make sure people ask me for help before they dig themselves in too deep.

I have told them to feel free to come to me if they have doubts, but they don’t—and then there is a mess to clean up.

This is a critical juncture. The eyes of every board member are on us. But I am traveling too much and doing work my team should be doing because I don’t trust them not to screw things up.

I know I have to stop this, but I don’t know how. Ideas?

Can’t Delegate

Dear Can’t Delegate,

It is true that most new leaders would prefer to shoot off like a rocket to where they are going and send a postcard from the destination. Welcome to the brave new world of getting things done through others. This is the transformational journey that you unwittingly signed up for, and it will be fraught, difficult, and intensely rewarding. It will require patience and generosity and—probably most challenging for you—slowing down right now so you can go faster later. Here are a few ideas:

• Shift your mindset. It’s hard being a genius (I use Immanuel Kant’s definition of genius as someone who creates new things with existing materials or ideas.) I know this because for 25 years I have specialized in coaching them—and I have been married to two. I’m guessing you have an exceptional ability to make connections between big abstract ideas that are obvious to you. Because they are obvious to you, you assume they are obvious to everyone else—but this is where you are wrong. You have to slow yourself down enough to articulate the steps and connections between your big ideas. You have to draw pictures, show the progression of logic, and connect the dots between your big cognitive leaps. Tedious? Yes. But a critical part of your job right now.
• Address the problem head on. Pull your team together and articulate the problem as you see it. Talk about the former CEO and his method of operating, making clear that your approach is not the same as his. Be explicit about how you will reward people when they ask for help. Scott Blanchard, who works on many complex deals, has a mantra he repeats: “Don’t lose a million dollar deal by yourself.”
• Remember that you are suggesting a big change. Asking for help makes some people feel vulnerable and can require fairly intense personal development. Challenge each of your people first to figure out what gets in the way of their asking for help—and then to push themselves past it. Introduce them to Brene Brown, who is at the forefront of the research showing that learning to be vulnerable makes better leaders.
• Apply a method to assess competence and confidence. In our flagship model, Situational Leadership® II, we teach leaders how to work with people to zero in on exactly where they need help to become the wiz they are. Remember that the tasks you are delegating are highly complex. How come you don’t screw up? Are you that much smarter? No, but you learned a lesson along the way—figure out how to help people identify their development level on a task.
• Allow the team to reason through complex situations even if you already have the answer. Let them work it out together, learn from each other, and grow as a team. If you absolutely must, you can throw in your wisdom at the end.
• Share your thinking. Anytime you learn something new, send the learning to everyone on your team. A short email is all it takes. When you travel, take someone with you and share your every thought on what you are learning and experiencing along the way. You think they can read your mind,—or you wish they could—but they can’t and they won’t. So tell them everything you think they need to know.

You were made CEO because it was assumed that you will be able to do what you do and empower your executive team to be brilliant. If you apply only two of these ideas, you will be well underway.

Love, Madeleine

About the author

Madeleine Homan-Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.

Got a question for Madeleine? Email Madeleine and look for your response here next week!

But does this leadership style help them gain confidence and grow into a high performer?  Or have you become an enabler of dependent behavior?

We’ve all heard the famous saying about how if you give someone a fish you feed them for a day, but if you teach them to fish you feed them for a lifetime. If one of your direct reports doesn’t know how to do a task you have given them, instead of doing it for them, set them up for success. Give them the proper amount of direction and support until they are both competent at the task and committed to doing it themselves. This way, they will grow and eventually become self reliant.

So how do you lead someone in a way that will meet them where they are and help them move from low to high competence and commitment? To start, have a conversation with them about their level of development on the task or goal at hand. Then give them the proper amount of direction and support as they learn and grow. For example:

• When a person doesn’t know how to do a task or reach a goal, begin with specific direction on how to do it and frequent feedback on their performance.
• If the person becomes discouraged, continue to give direction and add praise to build their confidence. Include them in decision making to build their commitment to the task.
• When they can accomplish the task but are still unsure about their ability, they no longer need direction but you should keep up the support in terms of praising, listening, and addressing any concerns they have.
• After you agree with the person that they no longer need support and that they are both competent and committed to doing the task, delegate responsibility to them for day-to-day decision making on this task. Let them know if they need you, you are still there for them.

Once you start giving this kind of personalized leadership—targeted to the individual development level of each direct report on each of their tasks and goals—you’ll notice an improvement not only in your team’s motivation but also in their personal performance. What’s more, as a manager you will have more time for your own work because your people will see you as a partner in their success rather than as someone who sees them as incompetent or comes around only when things go wrong.

As a leader, you want your team to know you are always there for them. Giving them the right amounts of direction and support to match their development level on each of their tasks and goals will result in improved relationships, confident and empowered people, and a high performing workplace.