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Name of author Rick Baker, P.Eng.

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Delegation - That Tightrope Act

by Rick Baker
On Aug 16, 2013

Delegation of authority and decision-making in business has much in common with walking a tightrope:

  • if your mindset is too cautious then you over-think your way to failure
  • if your mindset is too carefree then you over-step your way to failure
  • when you are learning the skills it is best to have a safety net

 

Delegation - That Tightrope Act

Damned if you do [it wrong]; Damned if you don't [do enough].

 

Delegation succeeds when the donors and receivers of it are in balance. Donors and receivers are in balance when the donors are comfortable with and skilled at delegating the authority and the receivers are comfortable with receiving the authority and making the decisions that follow. If either of these comfort levels is not in place then delegation fails. In business, delegation problems tend to show up at polar extremes.

At one extreme, for one reason or another, the donor - the Boss - is not comfortable delegating and is prone to hold decision making close to the chest. Sometimes this is done quietly and few people know what the Boss is thinking. Other times it is done openly, with the Boss dictating a thick and long string of decisions. 

At the other extreme, the Boss either hates details or avoids difficult situations or is uncomfortable telling people what to do [or some combination of these things] and makes a habit of allowing people to make decisions without guidelines, let alone rules.

At both these extremes, safety nets are absent...there are no:

Without thinking and planning Whom, Why, How, & What, failures are inevitable.

That is why - Delegation: Damned if you do [it wrong]; Damned if you don't [do enough].

And that is why - Delegation of business authorities and decision-making is a tightrope rope. 

To avoid the slips and falls, delegate with balance.

If you are over-cautious, understand that will never breed excellence in your work or the work of your people. Figure out how to get over your over-cautiousness. Hire a coach or, even better, hire a mentor.  Allow yourself to fail....small failures...with safety nets so you suffer as little as possible while you learn and build confidence in your ability to delegate. Place the tightrope close to the ground so your errors are small mis-steps rather than painful plummets. Take baby steps along the tightrope wire. Gain confidence with each step...until you master your delegation performance.

If you are carefree, understand that will bring your business demise. With no grounding in place, sooner or later, you and all your people will fall from the rope. Would you assume the people at your business can perform a tightrope walk?...I mean a real tightrope act...I am now talking outside the metaphor - Would you take your people to a circus and put them on the high wire? Of course you wouldn't do that. Keep that in mind the next time you assume your people can handle authority and decision-making. Do not assume. Know. Know your people can handle authority and make good decisionsAnd, prove you Know by investing the time and effort to ensure your business uses Processes for: 

  • Taking Talent To Task: using the right linkages between work-tasks and individuals' talents [Whom]
  • communicating Why delegation is essentialif business is to succeed
  • transferring knowledge about How delegation must be performed if business is to succeed
  • practicing to develop skill at doing What ... i.e., both doing the delegation and doing the work that falls under the delegation

Tags:

Sir Isaac Newton & the power of the Mastermind Alliance

by Rick Baker
On Aug 15, 2013

While most of us didn’t fully appreciate it when we were introduced to the stuff in high school classes, certain mathematicians and scientists have made monumental contributions. Few reached the level of recognition enjoyed by Sir Isaac Newton.

Sir Isaac Newton is remembered as one of the greatest scientists of all time. He lived from 1642 to 1727… a ripe old age in those days. His contributions to science included: the universal law of gravity, the laws of force and motion, the laws of optics, and the founding of the mathematics known as calculus. These contributions surpassed those of almost every scientist before or since Newton.

Newton said, “If I have seen a little further it is by standing on the shoulders of Giants.

He also said, “Tact is the art of making a point without making an enemy.

Sounds like a good example of Integrity, as defined in another Thought Post.

Yet, the historical records show two sides of Sir Isaac Newton: 

  1. He illustrated the humility of a leader as the quotes above illustrate
  2. He engaged in a decades-long, public battle with the German mathematician Gottfried Leibniz, debating which one had been the first to create the mathematics of calculus. Newton had accused Leibniz of plagiarizing his calculus work.
          
  Sir Sir Isaac Newton                          Gottfried Leibniz

By the time of this Newton-Leibniz dispute, Newton was a very well-known and well-respected leader in many fields of science and mathematics…and other fields. With such a reputation and long list of amazing and diverse accomplishments, what motivated the great Newton to engage in such a battle with Leibniz?

Perhaps the answer lies in a bit of thought around the Royal Society of London, a prestigious scientific community chartered by King Charles II in 1660. The founders created the Royal Society to promote scientific research and discussion. Newton was president of the ‘Royal Society’ from 1703 until his death 24 years later. Newton was knighted by Queen Anne in 1705. A few years later, during Newton’s term as president, the Royal Society accused Leibniz of plagiarizing Newton’s calculus work, created a committee to respond to Leibniz’s objection, and decided in favour of Newton, not Leibniz.

When that happened, like Newton, Leibniz was in his sixties. His reputation was ruined by the Royal Society’s decision. He died a few years later.

More than two centuries passed before Leibniz’s name was cleared…the history books now show both Newton and Leibniz as independent creators of calculus.

Today, three hundred years after the fury of the dispute, Leibniz is remembered as one of many great mathematicians.

Sir Isaac Newton is remembered as one of the handful of greatest scientists of all time.

While this story contains many lessons, one stands out in my mind.

Whether we are a fan of Newton or Leibniz, whether we believe Newton illustrated an error of Integrity, and regardless of who was right or wrong we must acknowledge the power contained in a focused group of people, acting in harmony toward a shared goal [a Mastermind Alliance, as defined by Napoleon Hill]. The Royal Society served as Newton’s Mastermind Alliance, a group of people working in harmony towards a common goal. Newton used that Mastermind Alliance. 

Throughout the last half of his long life, Sir Isaac Newton had stature as a leader in the field of science. During his lifetime science was beginning to be respected. The Dark Ages had cleared and it was more acceptable to question European religious beliefs. That was especially true in England. Newton’s work validated recently-accepted scientific claims including ‘the Earth orbits the Sun, not vice-versa’. That aspect of Newton’s thinking resonated well with the English royalty. It also resonated well with England’s scientific community. Newton took advantage of that.

Newton used the Royal Society Mastermind Alliance to etch his name indelibly into front pages of the history books.

That’s a graphic example of what we mean when we say focusing the power of a Mastermind Alliance.

 

PS: both Newton and Leibniz are among my list of heroes.

Tags:

Hero Worship | Wisdom: Surviving the Test of Time

Thought Tweet #804

by Rick Baker
On Aug 15, 2013

Thought Tweet #804 "If you haven't had to make payroll month after month, you haven't really learned how to be practical." John Rose

 

The Thinking Behind The Tweet

My friend John Rose said that when we met recently. I like it so much I asked if he would be OK with me using it as a quote.

If you are an entrepreneur this quote will resonate.

Tags:

Entrepreneur Thinking | Thought Tweets

Thought Tweet #804.5

by Rick Baker
On Aug 15, 2013

Thought Tweet #804.5 What is it about Urgency that allows it to beat Importance, time after time?

 

The Thinking Behind The Tweet

When we face urgent situations they almost always capture our attention and action...even if we know we should be doing more-important things. 

Urgency is always hanging around the roots of Bad Habits

Tags:

Habits: Good Habits, Bad Habits, & New Things | Leaders' Thoughts | Thought Tweets

Thought Tweet #803.5

by Rick Baker
On Aug 14, 2013

Thought Tweet #803.5 I'm sure that slow-boiling the frog doesn't work. Business gurus got to stop feeding that nasty rumour.

 

The Thinking Behind The Tweet

Here's the Wikipedia introduction: "The boiling frog story is a widespread anecdote describing a frog slowly being boiled alive. The premise is that if a frog is placed in boiling water, it will jump out, but if it is placed in cold water that is slowly heated, it will not perceive the danger and will be cooked to death. The story is often used as a metaphor for the inability or unwillingness of people to react to significant changes that occur gradually."

What a bunch of hogwash thinking!

Business gurus should place disclaimers on their snake-oil metaphors.

Tags:

Change: Creating Positive Change | Humour | Leaders' Thoughts | Thought Tweets

Thought Tweet #803

by Rick Baker
On Aug 14, 2013

Thought Tweet #803 It takes two to tug-of-war...unless, of course, you choose to battle people in your head. 

 

The Thinking Behind The Tweet

It takes two to tango; it takes two to tangle; it takes two to tug-of-war.

And, more often than not, the two must bring an excess of emotion to escalate the situation.

***

Sometimes it only takes one to tango, tangle, or tug-of-war. We all are quite capable of dancing with and fighting with imaginary foes in our heads.

Tags:

Change: Creating Positive Change | Emotions & Feelings @ Work | Humour | Thought Tweets

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