Being confident of this, that he who began a good work in you will carry it on to completion until the day of Christ Jesus.Phillipians 1:6
Truly delegates work and empowers others
Lets others finish their work once assigned without interfering
Checks-in periodically with staff’s progress, unless there is a problem
Assigns enough authority for people to make their own decisions
Lets others contribute their ideas to how the work is to be done
Works to personally perform fewer work tasks and instead trust others with those tasks
Usually helps with other’s assigned tasks only when needed or asked
“Success comes from taking the initiative and following up.”
– Tony Robbins
Rarely follows-up on other’s work assignments
Overcontrols and meddles in other people’s work responsibilities- micromanages
Doesn’t empower others – denies them opportunities to learn and grow
Doesn’t get the most out of people – does not maximize people’s strengths, passions and time
Does too much of the work oneself
“If we follow-up, the Lord will not let us down.”
– M. Russell Ballard
Causes of Weakness
Doesn’t really know what people are supposed to be doing
Doesn’t know HOW people are supposed to be doing their work
Does not set measurable goals to follow-up on
Afraid of people’s reactions if he/she follows up with others
Isn’t committed to the job or the goals of the team/organization
Does not manage one’s own time well and thus is overwhelmed with one’s own responsibilties and has no time to follow-up with others
Doesn’t trust others to do their job well
Has unqualified staff that require constant follow-up and direction
How could improve your follow-up with your staff?
Review the simple application steps below and choose 1 or 2 things you can do to spur yourself on to further growth.
OVER-MANAGING DUE TO POOR STAFF? Consider whether you have the right staff in the right roles. If not, consider changing people’s roles and/or changing your staff. Be willing to confront performance problems directly with your staff. It is an opportunity for them to learn and grow. Consider bringing new staff into your team for a trial period so that you can first determine if the person is a good fit for your team.
POORLY COMMUNICATED EXPECTATIONS: If you haven’t spent enough time explaining (or teaching or demonstrating) to your staff how they should be doing their work, then you need to improve in your own time management. It is better to take the necessary time up front to explain things to a person rather than having to do it yourself later, or micromanage the person to death.
NEED PRACTICE DELEGATING? Periodically, ask each staff member whether there is anything he or she thinks he/she could do that you are now doing yourself or monitoring too closely. Pick one or two things per person and empower them to do it on their own. Make sure the up-front communication is adequate for them to perform well. Explain your standards—what the outcome should be, the key things that need to be taken care of, then ask them to figure out how to do it themselves.
IMPATIENT? Set up a timetable with your staff with agreed upon times to discuss progress. Let them initiate this on a schedule you are comfortable with.
PERFECTIONIST? Set performance goals and objectives along with your staff in a realistic and motivating manner.
DISTANT AND REMOVED? Remember that leaders ought to have a vested interest in the success of each of their staff. If your staff fail at something, you and your team will be more likely to fail. It is your job to keep an eye on how each staff person is doing, how well they are doing their job, and how you can help them to continuously improve. Make it a personal goal to look for at least one thing to complement each of your staff about every day. At regular staff meetings, give staff members an opportunity to give updates on their work progress, plans and needs. Set a goal to check in with each staff member on a periodic basis to see how they are doing, what they need help with, and what feedback they have for you.
SCARED? See the competency on leading with courage and/or managing conflict.