A senior executive with a Fortune 500 company was feeling less focused, less energized and less excited about the team and her role. 

All her life she had been a doer and very successful and while the team was doing acceptably she herself was feeling like she had lost some of what had made her successful.  She wanted that back, and wanted to learn how to communicate with others better, and learn how to hold them accountable without hammering them over the head or mothering them.

Worked one-on-one coaching the executive.  Initially we identified the characteristics she felt had made her successful that she was lacking now, and when the shift happened. 

She was a true type A personality, doing whatever was necessary including working 70+ hours a week, traveling over 50% of the time and when something needed handling her tendency was to do it herself rather than delegate. During our conversations it became clear that she didn’t know who she was if she wasn’t doing all the time. 

We began to focus on her as the person…what she brought to the table that wasn’t about what she did, but who she was.  As she began to understand that her value to others, both personally and professionally was about her the person, she was able to rethink how she communicated with her leadership team.

 It became clear to her that she judged them against herself and they always came in lacking. 

Her quick, no-nonsense style translated to her communication with others where she was short in her directions and lacking in providing clear expectations.

Once she realized this she learned how to communicate her expectations more clearly, and define what she wanted.  Instead of assuming they understood and would do what she expected she asked them.  Once she was clear that they understood she could then hold them accountable.  

No longer was she having to remind them of an assignment or have her assistant keep prodding at them about the status or to follow through with something (even little things like sending a weekly report).  Instead of managing them she learned to communicate her expectations clearly and distinctly, and communicate consequences of non-performance by the team members.

She came to understand that what had worked for her in the past…heads down, do it all, work 70 hours a week etc. etc. wasn’t what she wanted any more, which was ok so how could she still get done what needed done and be successful without that approach. 

She shifted from her doing  everything, or most things to delegating and holding others accountable.  She shifted to having others understand and accept the concept of joint accountability. 

While her days did not get shorter she was spending her time on strategic activities instead of tactical ones.  The team was performing to a higher level than they had since she had taken over the leadership of them.  Not only was the quality of their output vastly improved, neither she or her assistant spent time reminding, mothering, conjoling or threatening. 

Do you think you delegate?  What type of delegator are you?  Find out your delegation style by taking the Delegation Quiz at the link below.