Are you an abrogator or a delegator?

By Steve Marsten

Recently I came across a situation where some business owners discussed the fact that good “management” could be defined briefly as “getting things done through others.” Such an expression succinctly captures the complexity of delegation of responsibility within an organisation.

In general, winning businesses tend to have a system of delegating responsibility that works effectively. It is a combination of art and science. It’s the system of delegating responsibility without losing control of the business for which business owners, CEO’s or Directors are ultimately responsible.

One particular business owner receives regular reports and measures performance within each department or cost centre. He seems to have a sixth-sense for when things are going well and when a department is floundering. It is more than pouring over reports and data though. It has a lot to do with the tone and tenor of the human interactions between him and the mangers, supervisors or leading hands.

It is not complicated. When you ask a manager a series of questions and clear crisp and enlightened answers snap back, you develop a confidence that the manager has effective control over their area of responsibility. Indeed, it is within these organizations we normally find success by most any measure.

Unfortunately, we occasionally find a manager or CEO who substitutes “abrogation” for “delegation.” One definition of abrogation is, . . . .” to treat as non-existent.” In these circumstances there is a detachment between the “executive” and the “department head”.

Sometimes business owners shirk their basic responsibilities by, in their eyes, allowing their people to do their jobs unhindered but without appropriate follow-up and check-ups. Hence it’s not until there is a major issue or break in the system that the manager can subsequently blame someone for the issue without first looking in the mirror.

In summary, business owners need to understand that their team expects them to lead. They’ll expect them to take responsibility and they will expect them to solve problems. Most importantly, they also expect them to converse with them and listen as much as they advise. They are not necessarily expecting you to be their friends however an empathetic approach while taking an interest in people will gain respect far more easily such that your team will want to work for you.

For more information on better leadership and culture settings, contact our team at Sothertons on 4972 1300.