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"Delegate for results, not tasks" is a phrase a colleague of mine uses when coaching senior leaders. So often leaders come up through the ranks and think they have mastered delegation, and largely they have. But, sometimes, leaders, like all of us, need to consider the impact of our actions. For me, delegation is both an art and a practice. The practice is the action of delegating responsibility and authority to individuals and teams and by holding them accountable for results. The art is less definable. It comes into play when you consider to whom you can delegate (can they handle it?) and when you delegate (should you be doing it?).
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