I was conducting a corporate training session recently where the group had a really terrific discussion about when leaders need to get involved in situations and when they need to step back. It reminded me of a tweet I saw recently from a fellow training professional that said, “You don’t manage or lead talent…you let it.”
My first reaction to the tweet was of course you manage and lead talent. Unfortunately, it can be really hard to have meaningful dialogue in just 140 characters, so I decided to let it pass. But given the recent discussion during my training session, I thought I would bring it to you for discussion.
Honestly, I think this person’s tweet was intended to talk about the same thing my class was discussing: delegating versus abdicating leadership. An important aspect to leadership is knowing when to delegate and support employees doing things on their own. It doesn’t mean we stop leading or managing. We still have many leadership responsibilities to support delegation:
Setting expectations
Providing relevant information
Supporting individuals and teams
Coaching and mentoring
Holding people accountable for results
Being a leader and manager isn’t about doing everything yourself. It’s also not about just “letting it be.” When an employee has demonstrated the skills and willingness to assume responsibility for a task, we absolutely let them handle it. Even then, it doesn’t mean we abdicate our leadership responsibilities. We provide guidance and support. In fact, it’s only when we do our role effectively that we can delegate (i.e. “let it happen”) and know with confidence our employees will be successful.
The leaders I’ve had the most respect for were those who gave me the tools, delegated the task, held me accountable for the results, and created the environment for me to be successful. That’s not “letting it be.” That’s managing to make it happen.
Image courtesy of Michal O
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Steve B says
There are times when someone has to make a decision. That’s leadership in addition to all of the points that you made.
Angelique says
I just finished the book “Tribal Leadership” where they talk about the necessity for leaders to step back and allow, permit and even insist that the people around them figure out the solutions to their challenges. The best leaders do it as often as possible and it creates a more efficient and innovative workforce.
I agree with your statement that, the leaders I’ve had the most respect for were those who gave me the tools, delegated the task, held me accountable for the results, and created the environment for me to be successful.” But, I think there’s even more to it. In order to make you really successful – to set you up for future leadership – they must also get out of the way, expect you to work with others and resist the temptation to dictate how you do it.
david k waltz says
I’m reminded of the Chinese proverb where of the greatest leaders the people say “we did it ourselves”.
Sharlyn Lauby says
@Steve Totally agree there are times when consensus isn’t the best way to make a decision. Thanks for the comment!
@Angelique Thanks for sharing. I’ll have to check out the book!
@David Thanks for commenting. I love a good quote.
Mark Roberts says
Thank you Sharlyn
It’s provided me with things to think about so I’m appreciative for that.
I’d like to ask if I may and that’s , what outlining feature must a potential leader have if a jump of position enables them to lead.
Sharlyn Lauby says
Thanks for the comment Mark. It’s tough to choose only one trait. But if I have to, I’d say setting expectations. No matter what role or responsibility a person has within the organization – if they are able to set realistic expectation with customers, co-workers, staff and supervisors…definitely helps build working relationships.