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When you want your juniors or subordinates to grow quickly, one straightforward approach is to \u201cdelegate tasks to them.\u201d Delegating tasks is an effective way to draw out and foster their initiative and sense of responsibility, allowing them to experience firsthand the process of thinking for themselves and making decisions.<\/p>\n
Construction management is, by its very nature, a leadership role, so the ability to make decisions on your own and a strong sense of responsibility are crucial. To that end, I believe that even if it\u2019s a bit challenging, there\u2019s a lot to be gained from letting people take on responsibilities once they\u2019ve acquired a certain level of knowledge.<\/p>\n
However, some people define the phrase \u201cleaving it to someone else\u201d as entrusting everything to that person and not getting involved at all. As a result, I feel that in some cases, this actually amounts to \u201cneglecting\u201d them. That won\u2019t lead to growth.<\/p>\n
\"Leaving it alone\" refers to a situation where, after giving instructions, you provide no follow-up or guidance and simply wait for the task to be completed. It\u2019s just like waiting to see if you\u2019ve won the lottery. In this scenario, both the supervisor and the subordinate end up proceeding in a state of anxiety from start to finish.<\/p>\n
In a situation fraught with anxiety, you end up having to fight relying solely on your own initiative and sense of responsibility. When that happens, it\u2019s not uncommon to reach completely absurd conclusions. A boss who offered no support whatsoever during the process ends up getting incredibly angry about the final result. That\u2019s the kind of scenario that unfolds.<\/p>\n
This is simply a case of the boss taking the easy way out. It\u2019s easy\u2014all they have to do is sit back and wait for it to be over, then make a big deal about it based on the final outcome. I can\u2019t help but say, \u201cWell, of course that\u2019s how it turned out if you just left it alone.\u201d This is what\u2019s known as \u201cexploitation of a sense of fulfillment.\u201d<\/p>\n
When this happens, you end up working without knowing the answer until the very last moment, and you learn to work while constantly feeling on edge. Far from being able to work freely, you start \u201csearching for the right answer\u201d\u2014figuring out how to avoid getting scolded\u2014and neither initiative nor a sense of responsibility ever takes root.<\/p>\n
So, what does it mean to \u201cleave it to someone else\u201d? First, let\u2019s understand that work consists of three stages: planning, execution, and results. As the saying goes, \u201cEight-tenths of the work lies in preparation.\u201d In this context, \u201cpreparation\u201d refers to \u201cplanning.\u201d<\/p>\n
In other words, success depends on the plan; execution is just a matter of carrying it out. The results become apparent afterward. When delegating work to subordinates who are still inexperienced, you should generally entrust them with the \u201cexecution.\u201d It\u2019s easier to understand if you think of it that way.<\/p>\n
In other words, \u201cleaving it to them\u201d means paying close attention during the planning phase\u2014which accounts for 80% of the process\u2014and then giving them the freedom to carry out the implementation while keeping an eye on things. And it doesn\u2019t matter what the outcome is. If the planning phase goes smoothly, the recovery effort will only take up the remaining 20%, right? A supervisor should be able to handle that much.<\/p>\n
What subordinates need is to accumulate small successes. I think forcing them to carry out a plan that has gone off track\u2014even when it\u2019s clear it\u2019s bound to fail\u2014is tantamount to a public execution. I believe it\u2019s an action that will only cause them to lose confidence.<\/p>\n
After all, implementation is simply a review of the plan. Even so, for a subordinate trying it for the first time, it\u2019s a major adventure. Those experiences accumulate and become invaluable, leading to confidence. That confidence spurs them to take on the next challenge, and they begin to think, \u201cI want to try planning this on my own.\u201d This is what initiative is all about.<\/p>\n
Planning is, in essence, a \u201cway of thinking.\u201d It is the very process of arriving at your own answer from among an infinite number of possibilities. That\u2019s why it\u2019s difficult\u2014and that\u2019s why it can be applied in countless ways. But if you can\u2019t visualize the outcome, you can\u2019t make a plan.<\/p>\n
So, the first step is to let them experience carrying out the task on their own. It\u2019s important to support their growth so they can use that experience to develop their own plans.<\/p>\n
However, simply leaving everything up to them is the same as neglecting them. That won\u2019t help your subordinates grow, nor will it build trust. To make them feel that \u201cI\u2019ll take responsibility in the end,\u201d you need to thoroughly approve their plans and allow them to take on challenges with a certain degree of reassurance\u2014that is what developing your subordinates is all about.<\/p>\n
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