Many organizational leaders extensively plan and design a particular program that they believe will enhance the organization. However, many of these plans do not come to fruition because the leaders delegate authority, and then don't follow-through. In the past three decades of observing and consulting to organizations, I have often questioned the leaders as to what went wrong, and why the sometimes excellent program did not come to fruition. In the vast majority of incidents, leaders have stated that the person they delegated to oversee the program did not adequately perform, and thus they often blamed that individual or individuals for their lack of success. I have often asked why they, as leaders, let it get to that stage of neglect, and why they did not follow through themselves to assure the program or plan would come into fruition. The answer I have almost always received, which is both disturbing as well as revealing about volunteer leaders, is that they did not want to "micromanage."
I truly believe that micromanagement may be one of the least relevant obstacles in most volunteer leadership situations. Leaders must understand that it is only micromanagement if a leader ask for minute details from an experienced individual. However, you must understand that when I use the term experienced, I am referring to someone who has a proven track record of performing this particular type of duty or function, feels comfortable with it, clearly understands both the organization and its culture and unique characteristics as well as the task that needs to be performed, and that is capable of getting the task done. Just because someone has done something similar before, or has worked for another organization, or has held a title, does not mean he is an expert! Leaders must understand that experience and expertise are far different things, and that if one has done something, but has not demonstrated a high degree of proficiency, it must not be assumed that the individual is capable of evaluating and completing the task delegated.
Leaders must also realize that even if the individual that one delegates authority and responsibility to is qualified, it is generally necessary to have even that individual submit in advance a fairly detailed action
plan, including a timetable. It is also wise for a leader to require regular detailed reporting about progress made, activities performed and achieved, tasks in progress, schedule, and any updates.
Effective leaders must always assume responsibility, and therefore follow through on all plans, to assure that everything is progressing satisfactorily and as planned. Follow through is also necessary because invariably there are clarifications needed, as well as often requiring a "Plan B." Beware if you hear a leader use "delegating," "micromanaging," "parameters," "metrics," and other cliches and jargon. Unfortunately, when most untrained individuals use those terms, they end up being more excuses that management.
Richard Brody has over 30 years consultative sales, marketing, training, managerial, and operations experience. He has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. Richard has negotiated, arranged and/ or organized hundreds of conferences and conventions. Richard is a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard Brody has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. Richard has a Consulting Website http://tinyurl.com/rgbcons; a blog http://tinyurl.com/rgbstake; and can be followed on Twitter.