7 Reasons You Need to Plan Less and Others Need to Plan More
Those who make the plan make the plan work. But when leaders make the plan, they encounter skepticism, reluctance or resistance.
Tight fisted leaders – those who control all the plans – have passive followers.
7 reasons to let others plan more:
#1. Planning elevates power.
Every plan they make expands their power, increases engagement, and amplifies motivation. Every plan you make – that someone else could make – weakens them.
Powerful people love to get things done.
#2. Time lost is never regained.
There are only three ways to get more time.
- Stop something.
- Give tasks to others.
- Increase speed of execution.
Gain time by delegating planning to people who are nearly competent to plan.
#3. Talent loves to contribute.
You show respect to talent when you create channels of expression. Who on your team loves planning?
#4. Control is a burden.
Your fist relaxes when you delegate planning. It might feel terrifying, but eventually, it sets you free.
Control freaks work too hard and carry too much stress.
#5. A level playing field strengthens connection.
The authority to plan is status. You solidify your status when you control planning. But status often separates people.
Expand your circle of relationship by elevating people’s status. Delegate authority. Create colleagues, not passive employees.
#6. Less complaining builds morale.
When your plan doesn’t work, people complain. When their plan doesn’t work, people make the best of it. And do better next time.
#7. Enthusiasm is better than drudgery.
You feel enthusiastic about your plan because it’s yours. Give people opportunities to feel enthusiastic.
Tips for delegating planning:
- Short timelines are better than long.
- Create basic guidelines and deliverables before passing the baton.
- Include several team members. Avoid favoritism.
What needs to be true for leaders to delegate planning?
When should leaders do the planning?
Note: Thanks to a coaching client for several ideas that appear in this post.
What a timely reminder. My team is brilliant and are capable of so much. Thank-you!
Thanks Sue. Some people are just waiting for leaders to let go of something so they can pick it up.
What needs to be true for leaders to delegate planning? Trusting those we delegate to, that they are understanding of the tasks required to do the plan.
When should leaders do the planning? Depends for me circumstances dictate, if I worked out the details, I need to responsible to deliver the, Who, What and where. Those we delegate to need to be the “Doers”. By saying that they need me to deliver (not directly) the products to get them moving. Granted depending on size of the project and how many phases there are this can be complex.
What needs to be true for leaders to delegate planning?
First, you must have confidence and trust in your team members’ ability and reliability to plan -and also execute the plan.
When should leaders do the planning?
Other than when the situation above does not exist, or when the leader alone has the ability and authority to marshal resources and coordinate efforts. I’m thinking of a team leader planning an operation that involves teams other than his own, which has to be planned and coordinated with other team leaders.
I really like the idea of “create colleagues.” Very powerful in ideation and in practice.
Tight fisted leaders also squash flexibility and innovation when the leader demands their plans be followed, or approval to deviate from them.
I work in an area where my staff our outside the office often doing their work. If something unforeseen comes up, I want them to deal with the problem using their best judgement rather than having to make another trip.
Tight fisted leaders insure no decision is made by others which insures another trip.
Some great tidbits and reminds me of our typical project. We have a 24 hour operation so it’s a little unique.
My typical project looks like this:
1) I create a plan outline.
2) I share it with the team.
3) We tweak/adjust based on input and agree to the strategy.
4) I come in either while the plan is being executed or sometimes after.
5) Team says “What we planned didn’t work, so we did it this way.”
6) I ask “Did we get the results we wanted?”
7) The team say “yes”
8) I say, “We’re good. Thanks everyone!”
I feel it’s only because I let them help with the details in the planning stage that they are able to adjust to to last minute obstacles. Sometime, an idea we rejected ends up being the right one, but since we had already talked about it, it was easy to implement at the last minute.
I firmly believe in letting the boots on the ground detail their own plan and I’ve rarely been let down when passing on that responsibility to them.
Dan, you stated, “Tight fisted leaders – those who control all the plans – have passive followers” is a statement that leaders must remember with making plans and involving the team members of the organization. I believe a key for an organization to have high performing team is to have open communication amongst the leaders and team members. If a leader wants to control all the plans, then it is very simple to not involve other team members. Team members are key stakeholders within organization, as key stakeholders, team members should be involved with the planning aspect of the task or goal. Having team members involved with planning will also allow for more ideas and discussion on how to tackle the task or goal ahead. Team members from the earliest in their career to seasoned veterans, all have the potential to provide critical information to the team. Leaders should not have passive followers, but have team members who help drive the organization forward.