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Delegation is not completely based on delegation of authority (DOA) documents written by the compliance department. It is based on choosing the right people. Probably one of the best measures of a manager is his insight and judgment to be able to choose the right people, and then give them the right amount of freedom to get on with the job.
Fundamentally, delegation is an art. Nobody can train you for it. The capability to use your allocated resources must come from your know-how. It increases with experience, but that, in itself, is no guarantee. You need common sense.
I know one CEO who has the ability to judge people well. He is not an engineer, but he knows what a blast furnace or a rolling mill is supposed to do. He cannot operate it or run it, but he has the ability to judge the operators well and get the best out of them.
I have observed that every manager makes at least one wrong decision. The problem begins when the manager backtracks and corrects the problem. Unless he has yielded with no loss of face, he can never take his decisions well and quickly.
Good managers do not plod over decisions, right or wrong. They take them. If they are wrong, they put all their efforts to correct them and undo the damage with the same interest with which they made the decision.
Strong decision-making ability is a very critical competency. A manager who does not make decisions is no good. Of course, the idea is not to make decisions just like that. It is essential for the decisions to be credible, that is, that your team knows why and how you are doing so, even to the extent that you have to admit that you are going one way on a guess, intuition or even a risk.
The most important factor is that your decision must be based on courage, and not because it avoids the issue in question. A wrong decision that seeks a solution rather that skirts the problem temporarily is admired more than a feeble elucidation.
* The team should know why and how a decision is made
* Good leaders make strong decisions and own up to them
* They have the ability to get the best out of their resources
Source: Dr. Pon Mohaideen Pitchai, Special to Jobs and Careers
The writer is a Dubai-based HR and Management Consultan