DELEGATING TASK TO IMPROVE LEADERSHIP
You may be thinking I don’t need to delegate. I am the manager and I can do it all. However, there is a danger in thinking you are a super manager. You may think everything is great but in reality it isn’t. Read the following story about a self proclaimed super manager to see how it is working for him.
The Manager thinks …
The Story of a Super Manager
I am a great manager! I started as a line cook and worked my way up to a manager. Because I started as a team member I know every position. I step in to help my team get their work done. I can tell they really like me because I make their job easier.
I like being a manager because I’m in control but sometimes it is hard to get my work finished. I didn’t realize all the responsibilities. I write a task list every day but I never get it finished. I have inventory, orders, invoices, interviewing, hiring, training and many more responsibilities. It is a lot to get finished but I think I’m doing a good job.
That is really all I can tell you right now, I need to go help Paul on the line. My team needs me – I am GREAT!
The cook thinks …
My manager is not the best manager. I would say he is average. The way I see it, he really doesn’t trust his team to get the work done. I know it seems great to have a manager jump in and help but most times I really don’t need the help. What the team really needs is a plan to cross-train all cooks to help each other. My manager doesn’t seem to have the time to think about growing his team.
He tells us all the time how he started out just like us. I have told him several times that I want to be a manager. I have offered to learn how to do inventory but he says he doesn’t have time to show me. I even came up with a training plan to cross train all the line cooks, but he hasn’t even looked at it. I am so frustrated! I don’t know if I’ll ever get a chance to be a manager.
Maybe I will talk to a Chef and I heard he was the one that developed the manager. I am sure she will understand.
General Manager thinks …
Cook quickly learned all the positions and was a natural leader. I quickly saw his management potential. I began to delegate some of my responsibilities. He loved the challenge and appreciated the chance to grow into management.
I immediately recommended X for promotion to manager. I had tracked all his added responsibilities and the results so it was easy for my to agree with me.
A year later, I believe the decision to promote X was the right one. I know he can run a great shift but he struggles to focus on the responsibilities to manage a great restaurant. The truth is he is overwhelmed with the added responsibilities. He thinks he can do it all but if he would delegate some responsibilities it would help him and grow his team. Doesn’t he remember how he got promoted!
His team has told me they are not happy. He is late with performance reviews and the team doesn’t know how they are really doing. One cook has resigned and I am concerned we will have more resignations.
I think it is time for me to talk to John about the importance of delegating. I need to make sure that he understands this is not a task but a process. He will need to work at delegating until it becomes a habit. There is no time to waste, I am going to talk to X now…