Great Little Box Company president and CEO Robert Meggy: operates with open books to enable employees to share responsibility for successes and failures | DOMINIC SCHAEFER
Nancy MacKay, CEO of MacKay CEO Forums: coaches that delegation is a critical element of succession planning
maker for each situation. MacKay’s experience working with CEOs has shown her that people learn how to delegate through the practice of being a leader, but also by their own previous “boss” experiences – both good and bad. “A successful CEO I know has a ‘rock star team’ and everyone wants to be the CEO one day,” said MacKay. Described by MacKay as a “masterful delegator,” he has surrounded himself with bright and decisive people who take responsibility for their work and get things done. “CEOs should spend more time delegating than doing,” said MacKay. Leaders who are too hands-on get in the way of developing the talent. MacKay estimates that as few as 20% of the 200-plus CEOs she works with are proactively addressing succession planning. Micro-managers also run the risk of draining their pool of would-be successors. “A-list players do not survive with control freaks,” said MacKay. Sue Paish, CEO of LifeLabs, agrees with MacKay that successful leadership requires doing less or, at least, less on your own.
“Very few successful leaders do much on their own. If delegation is not part of your leadership DNA, your organization will miss opportunities,” said Paish. “My job is to help you do your job.” Delegation is a learned management skill, but Paish also believes that the essence of delegation is embedded within effective leaders. “People can learn to delegate, but if you don’t embrace it, it can become very administrative,” said Paish. For Paish, effective delegation means working with staff on the vision and strategies for success, and supporting them to deliver outcomes, not a completed list of assigned tasks. At LifeLabs, there is still room for employees who are task-oriented, but not at the strategic level. “Here’s where we’re going, here’s what we need to get there, you take this responsibility,” said Paish, explaining how to truly delegate to staff who are involved in breaking down strategic direction into action plans. “Leaders show their value by recognizing the value of others.” If we don’t share responsibility with those we work with,” said Paish, “then we’re thinking we’re more important than we really are.” ■
LifeLabs CEO Sue Paish embraces delegation as part of her leadership DNA: “my job is to help you do your job” | DOMINIC SCHAEFER