The Leadership Japan Series By Dale Carnegie Training Japan

How did it go last week delegating to your team members?   This week we will look at accountability.   Having delegated a task, we must make sure that the delegate maintains a strong sense of accountability for the results.  If we did a good job selling the delegation to the individual we have chosen for the task, then there shouldn’t be too much to worry about regarding them carrying out the project.  The issues arise when we think we were successful in persuading them why this task completion is in their best interests, but we weren’t as persuasive as we imagined.    Business moves quickly and perhaps when we spoke to them, there was some margin in their schedule, but now something else has popped up and they start allocating more time to that endeavour and let our delegated task slip and slide. They are reallocating their priorities and we have a mismatch between what we think is happening and what is really happening.  How do we make sure that isn’t the case?    Micro-managing people isn’t effective.  Nob