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{Leadership: The art of delegation},[url=http://www.moncler-sale.org]moncler down jackets[/url]
Great Little Box Company president and CEO Robert Meggy: operates with open books to enable employees to share responsibility for successes and failures|© Dominic ShaeferBy Sheryl GrayTue May 21, 2013 12:01am PSTRobert Meggy knows a thing or two about boxes. He also knows how to think outside them. "People won't be happy in their jobs if they're always being told what to do,[url=http://www.moncler-sale.org]moncler sale[/url]," said Meggy, president and CEO of the Great Little Box Company (GLBC). He believes that without delegation, there can be no growth for the company.Meggy has built his team one player at a time, building the GLBC into an award-winning company that has been consistently listed in Maclean's top 100 companies to work for since 2005. The employees share responsibility through adherence to their individual quarterly goals, and they also share the rewards through GLBC's profit-sharing program.The company has built a culture of open communication and sharing information that enables employees to offer solutions to problems, and to act on their ideas. All staff participate in a quarterly goal-setting program, conducted by immediate supervisors. The act of delegating down is constant, but the culture encourages the employees to succeed and grow through the process. Supervisors are taught to counsel their direct reports: "What can I do to help you?" At GLBC, supervisors play a key role in successful delegation as they support employee aspirations and growth. They have their own quarterly goals to attain, and work toward improving their skills to inspire, coach and lead. Senior management have all risen from inside the company, which Meggy has come to prefer over risking an ill-fitted,[url=http://www.moncler-sale.org]moncler sale[/url], outside hire for a key position."When we hire new staff, they go through a series of seven to nine interviews," said Meggy. Everyone has to be on board with GLBC's open communication style, and Meggy believes that right fit will be revealed through the exhaustive hiring process. "Over 80% of employees leave their jobs because of fit or culture. People will fly to California to look at a piece of equipment, but interview someone for just one hour."Nancy MacKay, CEO of MacKay CEO Forums, coaches her clients to build up future leaders, just as Meggy has been doing."Trust that you have the right people on the bus," said MacKay. She believes that delegating is about pushing decision-making to others, namely, to people who hold their positions because they are highly capable of doing this work. Effective delegating, however, is a learned skill just like many other successful leadership tools."When I'm coaching CEOs,[url=http://www.moncler-sale.org]moncler outlet[/url], I ask two key questions: 'Who has the [decision-making power]?' and 'Should you really be making the decision?,'" said MacKay. She believes that leaders should look at the decisions they currently make and decide who is actually the most appropriate decision maker for each situation.MacKay's experience working with CEOs has shown her that people learn how to delegate through the practice of being a leader,[url=http://www.moncler-sale.org]moncler on sale[/url], but also by their own previous "boss" experiences – both good and bad."A successful CEO I know has a 'rock star team' and everyone wants to be the CEO one day," said MacKay. Described by MacKay as a "masterful delegator," he has surrounded himself with bright and decisive people who take responsibility for their work and get things done."CEOs should spend more time delegating than doing," said MacKay. Leaders who are too hands-on get in the way of developing the talent. MacKay estimates that as few as 20% of the 200-plus CEOs she works with are proactively addressing succession planning. Micro-managers also run the risk of draining their pool of would-be successors."A-list players do not survive with control freaks," said MacKay.Sue Paish, CEO of LifeLabs, agrees with MacKay that successful leadership requires doing less or,[url=http://www.moncler-sale.org]moncler outlet[/url], at least, less on your own."Very few successful leaders do much on their own. If delegation is not part of your leadership DNA, your organization will miss opportunities," said Paish."My job is to help you do your job." Delegation is a learned management skill,[url=http://www.moncler-sale.org]moncler on sale[/url], but Paish also believes that the essence of delegation is embedded within effective leaders."People can learn to delegate, but if you don't embrace it, it can become very administrative,[url=http://www.moncler-sale.org]discount moncler jackets[/url]," said Paish. For Paish, effective delegation means working with staff on the vision and strategies for success, and supporting them to deliver outcomes, not a completed list of assigned tasks. At LifeLabs, there is still room for employees who are task-oriented,[url=http://www.moncler-sale.org]discount moncler jackets[/url], but not at the strategic level."Here's where we're going,[url=http://www.moncler-sale.org]moncler down jackets[/url], here's what we need to get there, you take this responsibility," said Paish, explaining how to truly delegate to staff who are involved in breaking down strategic direction into action plans. "Leaders show their value by recognizing the value of others."If we don't share responsibility with those we work with," said Paish, "then we're thinking we're more important than we really are."Tags: Nancy MacKay, Sue Paish, human resources, employee, employer, Great Little Box Company, management
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