Training/Professional Development

» jcredmond - Delegation

I have a suspicion that some managers don't like to delegate because they feel that if they train a subordinate too well, they have just shot themselves in the foot by training their own replacement.

The new person would be working at a lower level on the salary scale, which the company would find attractive. Just a thought...

-- posted by jcredmond

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» Albanybay - Delegation

In response to Delegation posted by jcredmond:

A co-worker had the same self-defeating attitude, which created an enviroment of hostility and control over the department co-workers who felt intimidated by this person. Statement of "If you don't like it here no one is making you stay!" or " If there are any mistakes made "we" didn't make them."
Although the word "TEAM" was expressed this was not in practice.
As for the supervisor in charge, he was influenced by this co-worker, whom instructed this supervisor with needed knowledge/information regarding the department. There by securing the co-workers position with a person of power and control.

-- posted by Albanybay

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» Joni Rose - Delegation

In response to Delegation posted by jcredmond:

Good point and I am sure you are right in some cases where the leaders feel insecure about their level of skill in certain areas. The smart leaders know that having subordinates that are smarter than you actually can increase the "looking good" factor for the department as a whole and by spin off, their leadership.

Succession planning is vital if that leader hopes to be promoted. It is in their best interest to prepare a subordinate to assume their role one day so they can move up the ladder.

Fear is a powerful motivator - for sure!

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» Joni Rose - Delegation

In response to Delegation posted by Albanybay:

The leader in this case is over delegating as they are giving away power to this subordinate who has assumed more of a leadership role.

In this case, the leader relies so heavily on the subordinate to keep them "in the know" that they turn a blind eye to the dynamics that are being created.

This situation has a potential for crumbling if upper management discovers that the leader is not a leader - i.e. is over delegating roles and responsibilities.

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