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The DeVenney Code

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Enjoy the unraveling of the business world's deepest darkest secrets from the comfort of your desk with “The DeVenney Code”. Michael’s opinions on both major and less covered business topics can be enlightening, refreshing, and humorous. Gain some perspective on topics that you may have never considered before, and challenge yourself to consistently “think outside the box”.

“The DeVenney Code” is your way to the inside scoop.

Delegating to Build Ownership

“Here are my instructions – a background for you of how I want the job done.”

Why do people just wait for us to give instructions? Most executives face a great challenge with delegation and I often hear, “I just wish people would take initiative – if I leave, nothing happens!”

Well, there is a reason for that and it starts with you.

We typically delegate by giving too much information. When we pass a task or project to someone – whether a report or a colleague – we tell them what they need to do. After all, we are just saving time for everyone and cutting to the chase – right?

Actually, each time we provide details of how to do the job, we drop their engagement.

In delegating, we need to focus on results. The only explanation needed is what success will look like – what is the specific result we want to see and when do we need it. After that, stop talking.

A simple way to improve delegation effectiveness and building engagement in our team to take initiative is to let them do the writing and following up with us.

After you make the delegation and explain the results you want to see, ask the person to send you an email of what they are going to do to make it happen. When we give the instructions, people just follow what we say and wait for our direction. On the other hand, if the people we delegate to actually take the notes and write back what they understand and will do, they take ownership of the job and will take more initiative. We can always amend their plan if we see in their written follow-up that they misunderstood something. The key is not to tell them what to do but to ask questions of them to support them getting there on their own.

Yes, it has to be in writing. Like it or not, a short email is the best way to confirm understanding of a delegation. Talking about does not stick and we do not always hear what was said.

Increase the initiative of your team by letting them take the lead in delegation. When you delegate, focus only on the results, and let the people you delegate to write out the directions. It doesn’t take long – and it will save tons of time going forward as people start thinking for themselves.

Get it in writing.

Just my opinion.

 

 

 

 

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