Managers must learn to delegate. If the mandate of a manager is to manage the activities of others, then the ability to delegate effectively is a necessary, even mandatory, skillset.
To that end, we’ve glommed onto an effective methodology known as SMART (Specific, Measurable, Achievable, Reasonable and Time-bound). We learn to use it, once we figure out that we cannot avoid delegating tasks to others, if we wish to succeed in our mandate. (We’ll discuss WHY delegating doesn’t come naturally to a new manager/supervisor. )
There’s a problem though… not all the ‘tasks’ managers are responsible for fit easily into the SMART framework. Examples: The setting of new directions; deciding that a change is necessary; and deciding that there are opportunities we’re missing, are all prime examples of such tasks. What complicates the situation even further is that the successful completion of the tasks within this smaller set are more crucial to the organization than the tasks SMART can address.
In this session, Peter de Jager will explore our reluctance to delegate, and how those self-imposed obstacles almost guarantee that we will make strategic errors when dealing with the category of tasks not suited to the SMART methodology.
Join us for what we hope will be an interesting take on an important subject.
As always, spread the word to those who might be interested in this webinar. You’re welcome to point entire associations, companies and small countries to these links. You would be doing us a favour if you did pass this on.
This webinar series is a de Jager & Co Limited (www.technobility.com) and Interthink Consulting (www.interthink.ca) production.
Join us on 29 May 2019: