Delegation: How to Get Results Through Other People

Check out this 10-minute video now and learn what it takes to delegate effectively and succeed in a leadership role. This training program will show managers and supervisors throughout your organization:

  • Why delegation is the key to success for every leader
  • What the Multiplier Effect is and why it’s a game-changer for managers
  • Why so many managers mistakenly assume that delegation is easy
  • The Four Fatal Flaws that sabotage delegation – and derail a leader’s career

Why are we giving you access to this program for free? Because it’s the best way we know to introduce you to the Leadership & Management Rapid Learning Center – a new approach to developing managers and supervisors throughout your organization.

Here’s how it works: Request the “Delegation” video now and we’ll email you a user name and password that gives you instant access to the Leadership & Management Rapid Learning Center. There you’ll find your free video on delegation and a collection of other training resources for managers and supervisors. You’ll have unlimited trial access to this powerful library of e-learning modules, reports and fast-read articles.

More information for those who love the details …

Delegation: The leadership secret many managers never master

Why did you get promoted into a leadership role? Because you had deep experience in leadership? Not likely. Because you had a proven track record as a developer of people? Again, probably not.

Your organization essentially made a “bet.” It said, “Because you’re a high performer, we’re going to raise your responsibility, and salary, hoping you can get results through other people.”

When organizations win this bet, they achieve the Holy Grail of delegation. It’s called the “Multiplier Effect,” and it vastly enhances performance in two ways.

  1. When leaders succeed at knowledge transfer – that is, when they replicate the knowledge, skills, attitudes and behaviors that made them successful – the organization gets an entire team of individuals performing at high levels.
  2. The organization gets a leader who has the time to take on higher-level strategic activities, and make an even greater impact on organizational performance.

Unfortunately, effective delegation is more difficult than it seems and many aspiring leaders never master it.

This 10-minute video can teach you the skills you need to achieve the “Multiplier Effective” and master the art of delegation. Access your video now.

The Four Fatal Flaws that make managers poor delegators

Let’s look at Four Fatal Flaws that undermine delegation and prevent leaders from achieving the Multiplier Effect:

Delegation Fatal Flaw #1: Misunderstanding your role.
Sometimes managers simply don’t understand the incredible power of the Multiplier Effect. They think, “My promotion to a leadership role is a reward for my exceptional performance. And people who report to me … well, their job is to do my work so I can move on to more important things.” That’s part of what delegation is about, of course. But it’s not the most important part.

Delegation Fatal Flaw #2: Micromanaging.
Instead of letting reports find their own path to success, coaching intermittently along the way, too many managers watch every move employees make, insisting that every process get followed to the letter. This approach defeats delegation in two ways: First, your reports feel stifled and disempowered. They never achieve independence and “own” the tasks they are assigned. And second, micromanaged employees become a constant drain on the managers’ time; the manager will forever be mired in activities unrelated to her strategic role.

Delegation Fatal Flaw #3: Lacking a development plan.
This occurs when managers simply take a “sink-or-swim” approach with their reports, throwing them into the fray without proper training. That’s a recipe for failure for the manager as well as his or her reports.

Delegation Fatal Flaw #4: Assuming that once you delegate, you’ll inevitably succeed in a strategic role.
This happens to managers who operate on the untested belief that if they were free from all those low-level tasks that are now being delegated they’d advance in their career. Fact is, the transition is rarely smooth. Frustrated because they didn’t immediately succeed, these managers may unconsciously migrate back to their comfort zone – that operational work that was handed off to others. This is disappointing for the newly-promoted manager, but it’s also disastrous for his or her reports, who will never feel they truly own the job.

You can learn how to avoid each of these traps by watching this video now.

Delegation and the Abdication Trap

The Abdication Trap occurs when leaders:

  • Delegate responsibilities to people who lack the ability to perform at the required level of excellence, or
  • Delegate to competent people but then fail to “inspect what they expect” – that is, to follow up and make sure that performance is being SUSTAINED at high levels.

Some leaders – even experienced ones – forget that when they delegate, they’re still accountable for results. Delegating to people who lack the skills or haven’t been trained to perform a job at required levels is abdication. It erodes trust in your leadership capabilities and will quickly derail your career.

Learn what you can do to avoid the Delegation Trap. Access this video now as part of a free trial to the Leadership & Management Rapid Learning Center.


Steve Meyer
Stephen Meyer
CEO, Rapid Learning Institute


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