Take Your Fingers Off It, Puh-lease!

Has anyone ever asked you to take on a task or project and then hovered over you while you did it? That can be so annoying!

It is imperative that folks learn to delegate in the true sense of word. It means "to entrust to another". Being hovered over does not seem to embody the essence of trust by any means.

You are the manager and you know you need to delegate some parts of your project.

Your reputation or credibility is on the line. Your promotion may depend on it, so, naturally, you are reluctant to keep your fingers out of the project.

No matter how difficult, think in terms of long-term relationships

No matter how difficult it seems, you must think about the long-term relationships you are creating. Those people who are working for you to make that big impression are the same people you are likely going to need again.

If you have explained the project accurately, emphasized the need for the deadline to be met, and, you have their agreement and understanding, your job is to get on with the parts of the project that only you can do. Trust your staff.

When you delegate a task, be sure to take enough time in the initial conversation to assure yourself that the person can, in fact, do the task. Then, agree on the details and deadlines.

Have regular meetings for progress reports, questions and support. That will eliminate concern for everyone.

But, don't be sitting over their shoulders every minute. Your anxiety over the success of the project will not be well-served by making everyone else anxious.

So you're the victim? Here's what to do...

Are you being hovered over? Two questions to ask yourself: do you believe you can do the task without supervision, and, do you understand the fear your project manager has?

If you are comfortable with the task, tell your manager.

"I know this project is very important to you. I want you to know that I can do this for you and I can do it on time. I hope that will free you up to focus on other aspects of the project."

You'll often find that just bringing up the underlying fear and giving it a name can change the dynamics.

By offering assurance in this form, you have supported your manager without complaining about the hovering. Be pro-active and save both of you some irritation and anxiety.

Learning to delegate is one of the most difficult things new managers can face. It feels like giving away control and that can be daunting.

Front load the issue. Take the time to talk out the project and make agreements about format, style, timelines, and desired outcomes.

Then, take your fingers off it, puh-lease!

© Rhoberta Shaler, PhD http://www.OptimizeInstitute.com

Dr. Rhoberta Shaler solves 'people problems' at work by making it easier to talk about difficult things. Dr. Shaler speaks to, trains and coaches executives and entrepreneurs worldwide in the communication skills essential to creating powerful conversations that reduce conflict and anger, build trust, and streamline negotiation. The rewards: stronger teams, optimized productivity and increased profits. Author of over a dozen books and audio programs, Dr. Shaler's new book, Wrestling Rhinos: Conquering Conflict in the Wilds of Work is receiving rave reviews for “helping people to play nicely in the company sandbox”. She is the founder of the Optimize! Institute in Escondido, CA. Visit the Institute's website for information on upcoming teleseminars and programs and to subscribe to Rhoberta's free newsletter.

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