Good morning, it’s Caroline here again.  Today talking to new leaders and people who are struggling to stop being involved in the detail.  So I want to talk a little bit about transitioning from being a fabulous doer to being an amazing enabler.  For me that’s one of key things for leadership is to be able to enable and empower other people rather than being the one that’s still in the detail and working excessive hours in order to cover a lot of ground and a lot of work.

So I have got three thoughts about how a leader can transition from someone who is involved in the detail to someone who can enable and empower a team.

The first one quite a simple one and that’s just in terms of thinking about metrics for your own success that you can measure and celebrate.  Enabling metrics, metrics that are aligned to how much you enable so setting yourself a target for the things that you are going to do in order enable and empower the team and then aligning in your own success metrics to those.  So rather than having metrics about volume and output, have metrics on the value that you are delivering in order to enable the team.

The second one is delegation which is quite an obvious one if you are going to enable a team, but it is about being really conscious with delegation, so when I think about that I am thinking about the fact delegation takes a lot of time and effort.  And so you have to plan it in and you have to think about what are the successful outcomes.  It is very unlikely after one or two demonstrations of something that the person you are sharing and delegating the work to, is going to be able to do it to the same quality and degree that you can do it.  But setting a realistic time frame and making sure that you are making time in order to support that delegation will be really beneficial in the long run.  Kind of empowering and enabling your team but planning in that time you will be delivering in order to enable that team TO BE MORE SUCCESSFUL.

And then the third on is and should you need to do and get involved with the doing then do it consciously, think about what it is you are doing, really check you are the right person and the only person that can do it and there isn’t another opportunity to delegate and get people involved.  And when you do that set a parameter, set a time frame and as soon as you finish the doing, come out of the weeds, come out of the detail and reassess where you are, and reflect on how you ensure that the next time that task or activity needs to be delivered that it is not you involved directly in the detail.  So it’s consciously doing rather than finding yourself accidentally doing because of workload or because of an urgent piece of work.

So those are my three thoughts, enabling metrics, managing your own success and measuring your success about enabling your team.  Delegating and planning for that delegation and then conscious doing should you need to do it.  And my sort of thoughts about conscious leadership are going to extend into next week, I am going to talk a little bit more about the role of being conscious as a leader and how that really can help your success as a leader and therefore the success of the wider team and business.

So I hope that has been interesting for you today, and again I would love to hear your thoughts about my leadership thoughts and I look forward to joining you next week.  Bye bye.

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