By Akindotun Merino
One more aspect of delegation can help limit your anxiety. You must delegate in a proper manner. Delegating tasks blindly or randomly can turn disastrous if the person you have delegated a task to is not suited to that task. Fortunately, one reward of getting to know your employees is that you can gain an idea of what each employee excels at. By tailoring the tasks you delegate to your employees’ strengths, you put them in a better position to succeed, and their success is ultimately your success, even if you will inevitably give them all the credit. By putting your aces in their places, you also foster a sense of belonging and importance to each member of your team. If an employee knows that he or she is in that role because you handpicked them for it, this will pay huge dividends in that person’s own confidence, which helps to maximize her or his performance.
In order to get the most out of your employees, it is helpful to foster a culture of mutual celebration of success, and no success is too small to escape such celebration. Take time out to recognize a job well done and you will encourage additional successes. Cultivating certain emotions in your employees such as enthusiasm, optimism, confidence, and tenacity will help them to perform better and enjoy further successes.
Avoiding micromanagement, delegating tasks properly, and celebrating successes are all ways to increase your high regard and trust for your team, but trust is a two-way street. An effective leader is one whom the followers will trust implicitly. Trust, like respect, does not come automatically. Some people may be naturally inclined to trust people, but the degree of trust you need to lead effectively must be earned.
The most important way to earn trust is to consistently be honest. This can even be helpful when admitting you are wrong or that you don’t know the answer. Employees will respect someone who can admit vulnerability more than someone who tries to hide behind a veneer of perfection. Lying to your employees, buttering them up with fake sentiment, or taking credit for their successes are quick ways to make them distrust you. Once employees distrust you, your ability to lead them effectively becomes nearly impossible. However, honesty should never be used as a weapon. You may occasionally have to tell an employee “how it is,” but this is exactly where considerations of tone and intent become vitally important.
In addition to being honest, an effective leader will earn trust by being reliable in everything she or he does. Conversely, if you prove unreliable, employees will not trust you. This makes it vital to follow through on everything you say. If you indicate that there is a boundary that employees should not cross, you must address it when that boundary is crossed, even if it is with a mild response such as “don’t do that again.” If you say you will give an employee certain requested time off, then you must accomplish this. If you tell an employee you will follow up, then it is vital to follow up. Being reliable also means being consistent. Ignoring one employee’s misdeeds or successes is as bad as ignoring every employee’s successes or misdeeds; in some ways, it is even worse because it can communicate a sense of favoritism. The level of pressure and the amount of work you have before you may make it impossible to meet every one of your commitments. However, you can lessen this reality through adopting the following suggestions:
Keep a well-organized planner, either a calendar or some sort of organizing system where you can write down your commitments. Make a point to acknowledge your receipt of employees’ requests in writing, but also remind employees that you must have requests in writing as well.
Don’t over-promise and under-deliver. If you aren’t sure if you can award time off, don’t tell the employee that you can. One of the most important things you can tell an employee, and yet one of the most difficult, is that you don’t know or you are not sure. While you may fear that this will undermine your employee’s confidence in you, you can counter this with a statement that you will find out. Make sure that you follow-up, however if you do make that promise.
If you find that you are unable to meet a previous obligation you made, make sure that you inform the other person as soon as possible. Sometimes an emergency can come up, or the situation can change. You don’t need to offer a full explanation most of the time (although in some cases it may be necessary and appreciated), but you do need to let the other person know as soon as you know. If you have a meeting with an employee scheduled, try at that point to reschedule it.
.Dr. Akindotun Merino is a Professor of Psychology, CEO of Jars Group and Mental Health Commissioner in California. Feel free to share your successes and challenges:
Prof. Akindotun Merino
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