The destructive myth of the manager who can handle
everything and anything on her own continues to loom large in the imagination
of many leaders in the hospitality industry. Because the hospitality business
requires that managers oversee a carefully-orchestrated staff of dozens, if not
hundreds, of workers, it can be tempting to succumb to the old-fashioned model
of “top-down” management. This system places the lion’s share of responsibility
-- and work -- on the individual at the top of the organizational chart.
If this sounds familiar, you might want to rethink your
leadership style. According to the vast majority of business experts, this
model of management is outmoded and obsolete. Decades of research have shown
that the best way to succeed in business is by making the organization’s
success a team effort -- literally.
According to delegation expert Donna Genett, author of If You Want It Done Right, You Don't Have to
Do It Yourself!: The Power of Effective Delegation, there’s a broad
spectrum of business benefits that only can be achieved by dividing up some of
the day-to-day tasks of management among your team members. Your staff will
develop a greater sense of personal investment in the success of the business
if they have more responsibility. You’ll be able to tap into a diverse pool of
talents, skills, and perspectives you may have never realized your team
members’ possessed. And perhaps most importantly, you’ll alleviate the burden
of an overwhelming array of daily tasks and responsibilities, freeing yourself
to spend more time on high-level activities, such as strategy development and
long-term planning.
When it’s done right, delegation is a win-win proposition.
But doing it right can be a bit harder than it sounds, particularly if you’ve
developed a longstanding habit of handling too many responsibilities without
any assistance. Here are some pointers
to help you facilitate more effective delegation:
Clearly define the task you are delegating.
If you don’t set forth your
expectations from the get-go, the process will be unlikely to succeed. Rather
than just asking your crew to improve appetizer sales, ask them to develop five
strategies that would increase sales 10% in a month.
Name names and create task-oriented committees.
Don’t try to “delegate” tasks to your entire staff in an all-hands meeting. Instead, ask
specific individuals to take on distinct projects. If the task is large or
complex, it may be best to form a small group that can share the responsibility
amongst themselves.
Make sure the ‘delegatee’ is up to the task.
One of the objectives of delegating responsibilities to your team is to help spark professional growth.
However, it’s important to stay realistic in your expectations. Does the task
require specific knowledge, skills, or experience? Delegation should allow your
team members to stretch their abilities, but don’t force them entirely outside
of their comfort zone.
Provide expected outcomes and deadlines.
Even though you are delegating some responsibility, you are still ultimately in charge. Make sure you are
straightforward about the parameters of the delegated responsibility. If your
team is sure about what you need and when you need it, they’re much more likely
to meet -- and even exceed -- your expectations.
Allow yourself time for adjustment.
It’s not uncommon for managers to feel as if delegating to team members is a sign of weakness or failure,
especially if the concept is new to you. It’s a whole new way of looking at
leadership, and it may take some getting used to. Just step out of the way and
let your team surprise you with their effectiveness!
Be sure to take full advantage of your new schedule.
During the early stages of delegation, you will probably need to keep a close eye on your
team to make sure they’re carrying out their new responsibilities to your
satisfaction. After they’ve proven themselves, however, it’s important that you
back off a bit and give them a chance to succeed. Don’t forget that one of the
objectives of delegation is allowing you more time to attend to higher-level
planning and strategizing. Remember, less “busyness” means better business!