I closed the last blog by referencing something I heard John Maxwell share recently, “Not investing in your team is short-cutting yourself as a leader,” then I challenged you to think about what tasks you’re still hanging onto that could really be passed on to someone on your team AND would serve to empower them in the process.

Once we begin delegating with the intention of developing the people around us, we need to also consider what tools could help those same people most to truly master those assignments we’re handing them. While it’s not quite across the board, most companies tend to have solid systems in place for helping team members improve their technical skills. Those hard skills, as we often call them, apply directly to the task at hand and typically have an immediate and visible impact on the final product we’re working to produce.

But the higher the level of responsibility for leading a team, the more we’ll find ourselves...

Originally shared in A Daily Dose Of Leadership on July 1, 2020.

Do you remember a time in your career, or even in your personal life, when so many people weren’t depending on you to make the right decisions? And maybe there wasn’t even anyone watching if you did something stupid, or something you wouldn’t have been proud to tell your grand kids about… Since smart phones have entered the equation, those days seem to be gone, huh…

I kinda remember those days… But I more clearly remember the day I volunteered to serve on a safety committee and learned that every move I made from that point forward would be under a microscope. The idea we touched on in the last message about Monkey See, Monkey Do would be hard at work in my life from that day forward. I couldn’t promote the importance of choosing safe behaviors and continue to do dumb stuff that could get me hurt if I wanted to earn any credibility at all! And as I accepted different roles...