The very best and most powerful bosses I have ever worked with were great delegators. They really knew how to recruit volunteers, make assignments, and make things happen.
Depending on your current position, you can likewise engage others, to some degree, in the pursuit of excellence for the benefit of self and company.
When I was a tender young lad just 16 years old I was helping prepare a McDonald’s restaurant for its grand opening. Construction was almost finished and there was still a fair amount of debris throughout the restaurant. The store owner asked a small group of us to clean the lobby. We all found the needed tools, brooms, buckets, rags, cleaning solutions, etc. and proceeded to “clean the lobby” as instructed.
After a few minutes I noticed some were wiping dust and debris from ceiling height and others were sweeping or wiping tables directly below those cleaning overhead. Talk about inefficiency!
Fearing I would be fired for incompetence, I quickly called the group together and explained that we would never finish the project if we didn’t work together. They all agreed, and we put together a quick plan that achieved the goal without sabotaging each other’s efforts. We cleaned the lobby very well and relatively quickly.
The moral of this story is that the store owner was watching us fairly closely and took note of my organization and teamwork skills. I had no idea he was observing, but that single event changed my life. There is a lot more to this story, but the key point is that I was just a lowly worker-bee just like everyone else. Calling up a little courage and taking a chance, I was able to be recognized as a leader. In truth, I wasn’t a very good one at first, but I grew to be a decent manager over time.
No one authorized me to lead anything. I authorized myself for the good of the company, the other workers, and my own interests. Everyone was glad I took the initiative, and we all looked a whole lot better as a result, and our work was acceptable and well done.
We’ll discuss this more later on, but for now let’s just say power, whether authorized or just perceived, is a great tool when yielded properly. Furthermore, when you give away power you actually get more in return.
If you are not “in charge” in your department, area, or some other part of your company, do not be discouraged. Some of the most powerful people I have ever met were secretaries who were hourly employees staffing a front desk or working under some level of management. You can probably think of examples of secretaries that seemed to think they were in charge. To some degree they are. They have the permission, or at least the blessing of their bosses to run things in a way that minimizes negative impact on their boss.
Bosses generally love a great secretary who will fend off evil time-takers and mess-makers. A great secretary can make a huge difference in the life of a boss. They can also make a huge difference in your life.
Promotions and jobs have been won and lost over the word of a trusted and empowered secretary. I have learned over years of traveling to different companies that you are wise to get to know the front desk “gatekeeper,” and other secretaries, and even be a little extra thoughtful to them. They usually have their finger on the pulse of the boss and have a good feel for what is happening in the company.
The comments on secretaries above are to give you an appreciation for the fact that you don’t have to have a high-ranking position to be powerful and give power to others. You’ll need to figure out the dynamic in your specific situation, but it is always possible to empower others in any setting.
Delegating when you’re Not “In Charge”
Ask Questions
One way to establish your “power” without over-stepping your bounds is to ask questions or make statements that require action. In a team meeting you might say:
“Wow it looks like “x” really needs to be completed, I wish I could do it but I have been assigned to stay on “y” project for the next couple of weeks without any distractions.”
Or present a simple question like:
“How is “x” project coming?”
In the first example you’ve identified the need, excluded yourself from consideration, and posed the question to the whole group; “Who will take on this project?”
In the second example you are just throwing it out there for all to consider, lowering your chances of being blamed for mentioning the project or calling for volunteers.
As silence fills the room and people stare at their shoes you may feel a little uncomfortable for having made these statements. Still, everyone probably knows the “x” project needs doing. Whoever takes it on might feel like they have you to thank for it, even though you didn’t assign anyone.
Back in the meeting mentioned above, all you really need to do is ask the senior manager or supervisor if they have selected someone to take on the “x” project. They may not even be aware that it needs doing. Once again, you have asserted your keen understanding of the workings of your area or department without singling anyone out.
If you have enough credibility you can be a “power-broker” simply by making comments, suggestions, and asking the right questions. Leaders do this all the time. Even if you are not in charge, you will be seen as a source of legitimate leadership if you take real ownership in your department’s success.
People in defined leadership positions posses no more power or authority (as perceived by subordinates,) then those who consistently and passionately step up to the plate for the team and the good of the company. Many “leaders” depend on this type of “un-spoken” or “un-defined” internal leader to help them keep their jobs.
And More Questions…
You might also ask co-workers directly if they would do “x” for the department. Asking an employee at the same level, or even someone with lower status, when you don’t have a “company endowed title” like manager or supervisor, can be tough. The real trick is to ask in such a way that you honor them by showing confidence in their ability to get the job done.
Asking: “John would you mind taking care of “x” while Sidney is away?” is a good question and respectful. You could improve on this question with a little different twist.
Instead Ask: “John, there’s only one person who could really take care of “x” while Cindy is away; I’ll do anything I can to help you if you’re up for the task.”
In the second example, it’s really more of a statement than a question. The main question for John is “am I up for the task?” John probably already knew he had the skills and abilities to take care of Cindy’s responsibilities before-hand. Since he didn’t volunteer for it, you used your credibility and people skills to help fill a vital need in your department. You also did it in a respectful way. This is not manipulation, this is management by doing. Since you are not officially in charge of John, he may choose to deny your suggestion. Again, the key to being successful when asking co-workers to do something, is acknowledging their ability to do it well.
To some, this process may look like over-stepping your bounds and that would definitely be unwelcome. In other workplaces that run by a more formal or informal team based system, asking co-workers to do things even when you’re not officially in charge, would probably be just fine, even completely normal. You really don’t want to alienate your team if this would be seen as you asserting power you don’t possess. You’ll have to make the call in your specific work environment.
In the end, if you have earned the trust of your team members and they believe you have their best interests in mind, they will gladly follow you. Betray that trust, or look like you are manipulating, or only out for yourself, and you’re on your own.
Brain Storming (An Idea Generating Tool)
You may gather a group of co-workers together for a small brain-storming session to figure out how to solve a problem or meet an obligation facing your department. You don’t have to be any kind of boss in most companies to engage a few people in an impromptu problem solving session. Once again, you will demonstrate your natural leadership abilities by taking action, and hopefully, under your direction, the group will come up with terrific solutions.
Volunteer to be a supporter, or even a key player in whatever solutions your team comes up with. People need to know that you are truly with them and not trying to get them to do your work for you.
Email
Outline a problem that needs solving and send around an email to your co-workers asking for ideas. Be careful not to overstep your bounds, but don’t be afraid to be proactive for the benefit of the team, dept., company, etc.So much of what gets people noticed and gives them legitimate power, comes in the form of proactive responses to problems. Get in there and do something!
You Can Always Count On Me…
People make mistakes and even find themselves in a jam from time to time. Some folks would exploit these situations to make others look bad. I recommend just the opposite. Help your colleagues, co-workers, and bosses when they make mistakes.
If they’ve been involved in criminal activity they’re on their own, but if they’ve messed up an order or fell behind on a critical project etc., they could really use a helping hand. Perhaps you think I am naïve and that people should just take advantage of situations where others look bad or incompetent. Sometimes this strategy works for people looking to get ahead, though it shows poor character and lack of loyalty. If you can be so disloyal to a troubled co-worker, you can also be disloyal to the company if it suits your interests.
Once again you need to consider the “big picture” and decide how your helping someone (or not,) reflects on you. Great leaders always lift others. There’s an old saying that goes something like “Your actions are speaking so loudly that I can’t hear what you’re saying.” People who could promote you are definitely watching. What are your actions telling them?
Get in there and give real help when your colleagues, co-workers, and bosses need a hand. Put in a few extra hours or call in a few favors, do whatever you can to make sure they and your team are successful. Maybe your workload will be heavier for awhile or maybe the stress of the situation will de difficult to bear. Wouldn’t you appreciate some help if you were in the same situation? Of course you would, and your co-workers will too.
Almost every day people have a chance to be a little bit of a hero to someone else. Being a hero is much more fun than being the villain. Save a few “butts” and you will be seen as a friend, a leader, and an asset to your company; that’s a great combination!
Chapter 10 Summary Points
- The most powerful bosses delegate and empower others as a means to multiply their own efficiency.
- Have the courage to lead others even when you are not “in charge” if it is for the good of the team.
- You don’t need a title to be a leader. Just lead and people will follow as long as you show them proper respect.
- Secretaries are gatekeepers to bosses and powerful players in many companies. Even though they don’t have a high-ranking title, they can be essential advocates or terrible foes.
- Questions and simple statements that require action can put you in the driver’s seat even if you’re not in charge. Be careful not to over-step your bounds or annoy your co-workers.
- You can be a “power-broker” even if you are not in charge by asking the right questions and making suggestions.
- Take ownership of your department or work area’s success and do all you can to facilitate it. You can become an unofficial, but respected leader through your actions.
- Ask colleagues to do things that need completing. Be respectful and recognize their talents for the project. They may still say no.
- Conduct impromptu brain-storming sessions to resolve area issues and practice your leadership skills in a non-threatening way.
- You can circulate emails that present specific problems that need resolving and solicit input from co-workers and bosses. This shows you take action.
- Be loyal and help co-workers and bosses resolve important issues resulting from mistakes they may have made. Don’t use the mistakes people make to “move in for the kill.”
- Be a “hero” to others in small ways every day.
Bill Hanover is author of “No Sucking-Up! How to Win the Job Promotions You Deserve” and a Lean Manufacturing Consultant. You may learn more about “No Sucking-Up” at www.nosuckingup.com or Bill’s consulting services at www.tpslean.com
