If you can’t be replaced, you can’t be promoted. Make training a regular part of your job so you know who you can trust with certain tasks.
To start, try to gauge who on your team genuinely wants to move up in the organization, and identify their main areas of interest. Create a development plan for them and write down the skills they will need in order to reach their goals. Then, focus on giving them assignments that require those skills, as well as any tasks you think they are curious to explore. Often, people need a nudge to focus on their weaknesses — particularly ones that they are convinced fall out of their wheelhouse.
Structure the experience so that your employees are able to work their way up to a challenging task. Give them a series of practice sessions. The first time you introduce a task to someone, you might want them to experience it as a ride-along. Just let them shadow you while you explain some of the key points. Then, give them a piece to do on their own with your supervision. Only let them carry the full load when you sense that they are ready.
For example, you might want to teach someone how to run a weekly progress meeting while you are out. Start by training them when you are in the office. Have them watch you formulate the agenda and think through the issues that will be discussed. Then, the next time, let them create an agenda of their own, but critique it. Give them a chance to run part of the meeting with your supervision. That way, they are ready to run a full meeting on their own when the time comes.
Taking on some of your direct reports as apprentices is an effort. It will take extra time out of your already busy week. You will have to check their work carefully at first to make sure that it is up to your standards. You will have to teach them not only how to do the tasks, but also, why the tasks are done that way. You will have to call on them to help fix any problems that arise from the work they’ve done, because practice is how they will learn.
When you make this kind of training a regular part of your job, though, delegating tasks becomes easy. You will have created a team of trusted associates who can step in and help when you are overwhelmed or out of the office. And, as an added bonus, you have also groomed your successors. After all, as the old saying goes, if you can’t be replaced, you can’t be promoted.Accelerate your career with Harvard ManageMentor®.
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