Are your Boss’ Poor Time Management Skills Impeding your Career?
Most Time Management books and professional programs present delegation as a management function and a time saving skill all bosses should practice to get more done. However, ineffective delegation does not only waste the time of bosses, it wastes the time of their subordinates. It also will adversely impact the subordinates’ performance, personal development and career opportunities.
What can you, the subordinate, do? You can teach your boss how to delegate, effectively. And, this is how you do it.
You teach your boss the three basic elements of delegation, responsibility – authority – accountability, and how to use them. You teach by asking questions that clarify for both you and your boss any uncertainties you have about the assignment. An assignment can involve a long/short-term goal, major/minor project, complex/simple task or a single activity.
Delegating responsibility involves a clear statement of the specific result(s) that is to be achieved by the subordinate. If the desired result(s), or how to achieve it, is unclear, you clear up the uncertainty by asking your boss questions. Here are some examples:
1. Do you want me to contact all of our customers, or just the “A” group?
2. You said maximize; from your point of view, what are the minimum units expected?
3. From your experience, what are the “pros” and “cons” of closing down the whole line, rather than doing it by segment?
Delegating authority involves defining the resources available for the assignment and the decisions the subordinate can make, as well as establishing clear limits, boundaries or parameters within which the authority can be exercised. You do not have to be subjected to uncertainty about the budget and any line item limits, the completion deadline, the staff available, the materials and equipment available, the venders to use, etc. Do not allow yourself to be “blind-sided” by criticism for excessive use of resources or over-stepping your decision authority. Also, don’t accomplish less than you could have because you did not know about needed resources that were available. Avoid both by asking questions when receiving the assignment. Here are some examples:
1. You said “adequate budget”; what’s the total, and are there line item limits?
2. You said as soon as possible; how about my finishing before two weeks from today
3. I’m thinking three engineers and 12 people to run six Series 40 machines; is that OK?
In delegation, accountability means knowing intended progress is being made toward expected results and, ultimately, the expected result is achieved, or exceeded. Accountability depends on follow up and feedback on results. Delegated assignments can be extremely similar to extremely different, but for most assignments there must be routine reporting on results achieved, resources used or committed and decisions made. Most assignments will have milestones and critical events that, when reached or occur, could signal the need to continue as is – or signal needed changes in resource allocations, methods and/or expected results. If there is not timely follow up, no valid feedback, you and your boss are in a “crap shoot.” You never want to leave your achievements and career to luck, a roll of the dice. When necessary, ask questions, such as the following:
1. In following up, what routine feedback information do you want, and when?
2. Do you want an oral report, one page summary or more information; how often?
3. What milestones reached and critical events occurring require our getting together to assess the impact?
Your logical questions teach your boss about the importance of clarifying in his/her own mind the responsibility, authority and accountability involved in assignments made to you and others. Your boss soon learns; if he/she does not provide the needed, identifiable details of an assignment for you, you will be asking the questions necessary to clarify them. Most bosses begin to give more thought and planning to assignments they make.
Here is an exception … your boss may be a more astute “delegator” than you think. He/she may be creating the uncertainties because you are being tested to determine your ability to ask the right questions to clear up ambiguities. You are the one being trained.
It is not a sin for poor delegation to jeopardize your career, but it is to allow it to continue.
Your personal development and career depend on many more Time Management skills, tips and tools than those involved in your boss’ approach to delegation. Take responsibility for your future – your career – your success. Discover a one-of-a-kind Time Management assessment and learning program that will spear-head your future. To assess your Time Management skills and habits and develop the self improvement skills and habits you need. Along with having the option of receiving 360 degree feedback from your co-workers go to:
For nearly 30 years, Dr. Larry Baker has been an internationally recognized consultant, coach, speaker, author and publisher. His articles, books, booklets, tape albums, movie scripts and personal assessment surveys cover many Time Management topics, including strategic, operational, performance planning and organizational design and structure.
Dr. Larry Baker 148 Helmswood Circle Marietta, GA 30064
Office: 770-218-8122 Cell: 678-232-4011 E-mail: larry@DrLarryBaker.com
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