Be a Great Boss: The Hill Collection (4 Items)

Your Team Members Are Individuals Too 201

between, and managers willing to learn eventually discover there

are levels of delegation, depending on the subordinate’s readiness,

motivation, and the task at hand.

Don’t hide behind the excuse many managers offer: they justify

themselves by warning of the consequences. We know a German

manager who, when told to delegate more, told his boss, “There is,

of course, a danger that we will become a bit sluggish . . . and . . .

make mistakes or miss opportunities.”

That may be an adequate reason for not delegating if you’ve just

taken over a group. But if you use it after managing for a time, then

you’re failing. It’s your responsibility to make sure you have people

to whom you can give responsibility ...