Leadership and Delegation: Who’s Driving the Train

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I was assaulted one day by a person from another part of the organization with a series of directives that were going to cause my staff and me considerable extra work for what seemed to be little or no gain. Our director had decreed we begin to comply with the 5S (Sort, Straighten, Shine, Standardize, Sustain) process. While I don’t disagree with 5S process, it can result in a more organized workplace which is certainly a wonderful thing, it does require some work to properly implement.

The problem was, as happens in so many of these management initiatives, the boss put a subordinate in charge and then stepped back to concentrate on other things. I know this because I’ve done it myself. So where’s the problem?

Well, like all good employees who want to a) please the boss and b) get ahead, this particular person had embraced his assignment as Minister of 5S and run with it. The 5S process is part of the larger Lean Management initiative and before anyone thinks I’m anti-Lean, let me assure you I’m not. In fact, I have studied the Lean philosophy, seen it work, and I’m a strong proponent. But that isn’t what this is about so let me get back to the conversation I had with this 5S zealot.

As he proceeded to tell me the steps I needed to take, I indicated my disagreement and told him I didn’t have the time or the staff to add all the steps he was explaining. That’s when he said something interesting; a mantra so often used by someone who is trying to accomplish a task while going above and beyond in order to score points. He said,

“This isn’t my idea. The director is driving the train.”

The minute a leader assigns someone to manage an initiative and then steps back, that leader is no longer in the engineer’s seat. In fact the leader can quickly become just another passenger on the train he or she set in motion.

That may sound like I’m advocating a micro management style of leadership. Not at all! As a leader you must be able to delegate such tasks to be completed without your involvement in every detail. But you must also ensure that those subordinates who have received your delegation do not become monsters. How?

First. When you initially delegate a task, make sure you are very clear about the desired outcome.

Second. Be clear what the limits are. Especially with a new initiative, if you do not define limits up front, the project will probably grow exponentially.

Third. Though you certainly don’t want to be a micromanager, you do need to keep an eye on progress. I’ve found the best way is to have your delegatee provide regular reports. Have these updates during a staff meeting or some such venue so that your subordinate leaders can hear what you’re hearing. Make sure you encourage their feedback as well. You’re much more likely to know if the initiative is headed in the right direction.

Since that eye-opening comment about driving the train, I’ve been more careful to use these steps myself with great results.

Think about it. Are you driving the train?