The Recognition And Develop Indonesia People

Develop leadership skills by delegating a complete project to a group, but give the responsibility for sub-delegating the parts, and for reporting back to you, to a nominated member of the group. Make sure the group is clear about its leader's role and powers, but let the leader do the briefing on the project. If it is the first leadership responsibility for your nominee, it may take him or her a little while to establish authority. Your best course of action is watchful neglect. Be available for the group leader to discuss problems with you, but don't dent his/her vulnerable position by taking over or issuing orders direct to group members, even difficult ones. You selected the leader, so demonstrate faith in your own judgment and work through him or her.

It is important to specify the standards required of a delegated task, but this does not mean that it has to be done just the way you would do it. If correspondence or report writing is delegated, it is demoralizing to have everything rewritten just because the boss's favorite phrases are not used. If the objectives are achieved on schedule, then that is all that is required. If they are not, then either you have selected the wrong task for the wrong person, or more training and preparation are necessary. If the former, reassess your knowledge of the person and the task, and achieve a better match next time. If the latter give more coaching. But remember that delegation includes the right to make the wrong decision and learn from the experience. Weighing up the risks is your responsibility before you decide to delegate.

Increasing the level of supervision is not a good solution. You must identify a task which the person can do after adequate briefing but with the minimum of supervision. This does not mean there is no need to monitor. You can't dump the job and forget it, but you don't want to spend your time breathing down someone’s neck: they won't like it either. That is not delegation.

Indonesia people also need adequate resources to do the job. This includes a realistic amount of time, bearing in mind their total workload. If you have left something on your desk until the deadline for action has expired - handle it yourself.

Don't delegate work because you find it tedious or distasteful. Constantly evaluate during each day, whether it is absolutely essential that only you do this task. If not, decide to whom you could delegate it, and plan at the outset how it will develop that person. Delegate tasks you enjoy; your enthusiasm will be contagious.

Some Indonesia people have more confidence than other in taking on new or bigger tasks and you may have to develop them gradually and know when they have reached their limits. At that stage don't try to stretch them further but concentrate instead on variety and interest in the work allocated to them. This will maintain their momentum and motivation. Everybody, including the office junior-cum-teamaker has potential which can be tapped by delegating additional responsibility if you get to know them well enough. Indonesia People are always full of surprise.
If delegation is to develop Indonesia people as well as get the job done, feedback and reward for success are essential. Feedback must be immediate, specific and genuine and should include constructive suggestions, praise and encouragement. A sense of achievement and recognition are rewards prized by most Indonesia people. If it can be accompanied by material gain, then that is a bonus, but it is not essential to the development process.

The spin off for you is that learning to delegate well forces you to define your priorities, objectives and standards before you can brief anyone else on them. Managers who don't delegate don't usually know where they are going.