Technically, you can delegate anything… the real question is HOW should you delegate it?  If you are clear on WHAT and WHY, you’re much more likely to get a better result.  The number one issue when delegating is clarity!
 
THE SOLUTION

• You can delegate to reduce your own workload, but you can also delegate to increase development opportunities
• If you are looking to reduce your own workload, ensure it’s not just the sludge you’re passing off, or people will see you as having sloppy shoulders
• If you are delegating to help develop someone, ensure you’re staggering the skill level, and supporting them in the process so it’s not too much too soon
• Be very clear on what you want to delegate and ask the individual to clarify their understanding back to you.

 
Looking to increase your management skills?  Then check out: https://www.curiouslighthouse.co.uk/lightbulb-managers-programme.html 

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The biggest challenge here is the perception of what feedback is and is not! (And avoiding the feedback sandwich like the plague!) Most managers understand the importance of feedback, but often hesitate because they’re not sure what response they’ll get from the individual.
 
THE SOLUTION

The best advice I can offer in this short space is to consider your CONTEXT and PURPOSE!

💡 Set the context before you start the conversation to enable the other person to understand where the feedback is coming from.

💡 Be specific. Using vague language like ‘That was great’ or ‘You shouldn’t have done that,’ are not going to help anyone.

💡 Be very clear on WHAT you want to change or continue.

💡 Be very clear on WHY you want it to change or continue.

💡 Give feedback as soon as possible. (Don't wait for 121s)

💡 Where possible, allow the individual to voice their interpretation of what happened and why BEFORE you offer you're feedback.

Looking to increase your management skills? Then check out:www.curiouslighthouse.co.uk/lightbulb-managers-programme.html

#curiouslighthouse #managementdevelopment #HRBP

LINE MANAGERS Q&A... “My team has a dotted lines to another manager; how can I make this work better for all?”

THE CHALLENGE
Undefined reporting line can cause havoc with communication and productivity! Even when lines are defined sometimes an over enthusiastic senior manager or peer might be stepping in too often/quickly for the team to understand who to turn to when they have an issue.

THE SOLUTION

• Hold a meeting with others involved in managing your team to define the split between Technical Management accountability (projects, products etc) and Personal Management accountability (1:1’s, holiday requests, development etc)
• Draw up an org chart that represents these two separate areas
• Hold meeting with team members to highlight this and how it might work going forwards
• Review regularly and if any oversteps the mark deal with immediately to ensure everyone is one the same page.

Looking to increase your management skills? Then check out: https://www.curiouslighthouse.co.uk/lightbulb-managers-programme.html 

#curiouslighthouse #managementdevelopment #HRBP

Many managers start their first manager role not fully understanding what the role is. For smaller fast-growing companies, this is usually because they simply haven’t had to think about it before and want to remain flexible as the role grows. For larger companies it could be down to lack of development planning around the transition from role to role.

THE SOLUTION:
If you're the Manager that needs clarity, take the lead on this. Approach your boss and ask for a conversation to help define your role and what is expected from you.

If you're the boss, take time to consider the key things you want from your line managers and ways you can support them to learn and grow in the role. (Keep it simple, focus on the top 3 things to start with and set milestone review dates to follow up.)

Looking to increase your management skills? Then check out https://www.curiouslighthouse.co.uk/lightbulb-managers...
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#curiouslighthouse #managementdevelopment #hrbps