| One way to look at how successful project delegation | | | | prepared for the next related assignment. It means |
| ties into the "bench strength of your business unit/team | | | | that changes and road blocks during the execution |
| is to compare it to a successful sports team. When | | | | phase of an important assignment can be handled |
| you get into the game, your ability to compete rests to | | | | because they have more people properly trained to |
| a great extent on the quality of players, their skill and | | | | deal with the actions needed. It means that someone |
| preparation for the competition. In sports, as in business, | | | | else can fill in when a team member is out or |
| you need extensive training and practice to compete | | | | unavailable. It makes a manager's delegation of |
| successfully. Think about this reality... how much actual | | | | assignments much more effective because they have |
| training combined with practice goes on in business | | | | both confidence in what their team can do and |
| today? | | | | choices! |
| Training is one of the first expenses to be cut and | | | | No manager or executive has an absolute crystal ball |
| "practice", give me a break. Doesn't happen. If you | | | | to the future. You can't always anticipate the specific |
| manage a work group or team in today's business | | | | skills and knowledge that may be needed the future. |
| setting, the old maxim that "luck is where preparation | | | | None the less you should try. Making a "skill, knowledge |
| meets opportunity" really comes applies. I can't tell you | | | | and experience" assessment for each individual on |
| how many times I have observed and experienced a | | | | your team is a core competency. Determine what |
| lack of depth or bench strength just at the time an | | | | your business or team will most likely need in skills and |
| important opportunity comes along. Top flight | | | | abilities. See where each individual compares to the |
| managers spend extensive time developing their | | | | training needed and then build continuing, regular and |
| people. They make a constant assessment of the | | | | specific training plans to close the gap. |
| business skills and techniques that will be needed. Next, | | | | The payoff for building Bench Strength is clear. |
| they work with the team and other resources to | | | | Whenever a new project or assignment comes along, |
| develop training plans for the future. They find ways to | | | | the Manager will very likely be able to execute the |
| practice and role play situations. They go through trial | | | | project better because his or her team is much better |
| runs on technical skills. In the end, this builds bench | | | | trained and ready for broader and deeper project |
| strength. | | | | actions. Make a commitment to train now for |
| The "Bench Strength" means that the team is more | | | | delegation bench strength later. |