The Space Between Supervising Closely and Delegating

Where Growth Happens

 

 

 

 

  Most of us know what Supervising Closely looks like. It’s doing things like:

Setting goals. Telling what needs to be done. Explaining how to do it. Setting timelines. Checking progress. Providing frequent feedback.

And most of us know what Delegating looks like:

You leave them alone and let them do their job.

If you want to be an effective leader, you need to be able to hang out in the space in the middle.

It doesn’t work when you try to jump over that space.

When you jump from Closely Supervising to Delegating.

Nancy decided to delegate her calendar to her new assistant. Her assistant took over scheduling like any other activity – she efficiently . . . → Read More: The Space Between Supervising Closely and Delegating

Coaching Tips for Managers - When the Bicycle Moment Occurs

The Bicycle Moment

 

My best boss was also my mentor. He coached me and supported my development, even though it meant I was likely to get promoted. He showed me it is possible for a manager to focus on results and develop their people at the same time.

When eventually I was offered a new position, I confided in him that I wasn’t sure I was ready. His response was,

“Remember – You know everything you need to know. You have everything you need to have. You are everything you need to be.”

This has become the mantra I repeat whenever I’ve taken a stretch assignment or felt unsure of myself.

In my own role as a leader, I share his attitude about development. A lot . . . → Read More: Coaching Tips for Managers – When the Bicycle Moment Occurs