It is not an unusual or an unfair criticism that is heard daily in organizations of all sizes and types. “I’m given the responsibility to get something done, but never the authority to go with it!”
There are undoubtedly many reasons why this happens, but two I want to talk about today are:
- Fear, and
- Trust
While these two might sound very similar there are some distinct differences that come into play for managers.
Fear is really about how we feel about ourselves. Often we are afraid to delegate authority because it’s how we validate and perpetuate ourselves and our positions. In the process of holding on tightly to what we have, we inadvertently wind up holding others back. Good managers, like good parents, work on the principle of self-obsolescence. Just as we want our children to grow up to be strong and independent adults, we ought to want our subordinates, if they are capable, to grow to where they can do our job. That’s a lot easier said than done, particularly in hard economic times. But businesses grow and prosper in large part because of the quality of their personnel. Managers need to be supporting their people’s growth, which isn’t going to happen without delegating authority. That leads me to our second point – trust, or how we feel about others.
How do we learn to trust employees?
I suggest to you that trust is a continuum and that you build it over time. Initially you need to trust someone’s judgment. Engaging employees in “hard” conversations can provide an opportunity to see whether they have the strength to tell you what they believe or whether they gravitate to telling you what they think you want to hear. Such ongoing dialogue can also help bring out the best in their performance. Handing out assignments where the risk is low is always a good way to both build confidence and evaluate performance. If you’re social media savvy you can periodically take a virtual stroll through an employee’s Facebook page or twitter account to get a fuller sense of who they are and the values they embody.
But wait, there’s more.
But there is another side to this coin. If you’re not given the organizational authority (which typically comes down to having either a carrot (an ability to reward) or a stick (an ability to punish) what are you doing to recognize and build on the power(s) that you do have?
It’s easy to point a finger and blame someone else. But just because the company at which you work, (or the manager to whom you report) doesn’t promote the delegation of authority, doesn’t absolve you of doing all that you can to fulfill the responsibility which has been entrusted to you.
In such cases you need to rely on other kinds of power.
In his easy to read business parable on Self-Leadership Ken Blanchard identifies five different sources of power that to one degree or another many of us do possess.
Positional Power – this is power that comes from what you do. Even if others don’t report to you, the importance of your role and how it intersects with others often provides an opportunity to demonstrate leadership and team building capabilities.
Knowledge Power – this is power that comes from what you know. A thirst for knowledge, a strong “historical” knowledge of the institution, a broad understanding of things that can support individual performances – all of these can build a personal power that makes you valuable to those around you.
Personal Power – this is power that comes from who you are and the values you exhibit. People are naturally drawn to those who are strong and who act with integrity. This kind of power adds weight to your opinion and your recommendations.
Task Power – this is power that comes from doing what you do exceptionally well. If you’re in charge of A/R which brings in the money that keeps the lights on, people are going to respect how important you are to the overall success of the operation.
Relationship Power – this is power that comes from who you know. Sometimes it’s as simple as being the boss’s daughter-in-law. It could also come from a relationship built with a colleague on a special project or someone whom you mentored or who mentored you.
By recognizing and developing the powers that you do have, you will increase your effectiveness at your job, improve your performance and the performance of those around you and demonstrate your leadership capabilities.
Recommended Reading Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership by Ken Blanchard, Susan Fowler and Laurence Hawkins
Cara Parker is a consultant who works with individuals and organizations to maximize their performance. To inspire your team, contact her directly at 540.623.7454 or check out her website at: www.cparkerconsulting.com.
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