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1. Kindle The Inner Spirit. The first step in developing others is the belief that everyone in the team is capable of growth and development. We demonstrate that belief by being genuinely interested in what they are doing and helping them discover ways in which they can build on their strengths. In this way, developmental opportunities open up almost by themselves. 'In everyone's life, at some time, our inner fire goes out. It is then burst into flames by an encounter with another human being. We should all be thankful for those people who re-kindle the inner spirit.' (Albert Schweitzer) 2. Get To Know Your Team's Strengths. The biggest disasters in people management arise when we fail to recognize the natural abilities of our team. It's what happened to Rabbit when he went to school. When Rabbit first went to school, he was delighted with what the instructor told him. 'Rabbit, you have fine legs. You hop well, spring well and jump well. With some guidance, you can be an excellent jumper.' Rabbit loved every minute of the Hopping class and excelled. Then the Head Teacher said: 'But Rabbit, you don't swim well or climb trees at all well. You must stop the Jumping class and concentrate on swimming and tree climbing.' So, Rabbit left the Jumping class that he loved and went to the Swimming class and Tree climbing class that he hated. After a while, miserable and dispirited, he begged his parents to take him out of school. 'If only I'd been allowed to stay in Jumping,' he thought. (Donald Clifton and Paula Nelson) Moral of the story: Develop what people are already good at and you'll help them excel. 3. Find Jobs That Match Your Needs and People's Needs. The art of delegating lies in finding a match between the potential of the individual and the needs of the business. When you find that match, you hit on a win-win situation: you gain and the individual gains. By contrast, when you delegate jobs that don't need to be done, or to people who don't have any real interest in them, or can't do them, or don't want to do them, you simply de-motivate and frustrate. As a result, people become convinced they're inadequate and lacking in any real talent. 'Don't try and teach a pig to sing. It wastes your time and annoys the pig.' (Donald Clifton and Paula Nelson) 4. Agree A Delegation Plan. When you decide to delegate a job to someone in order to develop their strengths, it is important to create a delegation contract so that you both know what is expected of each other. This contract can include anything you want but useful areas for agreement include: time scales; levels of freedom; levels of authority; constraints; methods of working; worries; how others are affected. You are unlikely to be able to do this without sitting down with the delegatee to agree the contract and then having regular chats as things progress. 5. Let Them Go. Unless your delegation contract stipulates a very tight amount of control by you, you must let the person get on with things without unnecessary interference. OK, that may sound risky. And it is. After all, the delegatee may foul up. Well, that's a risk you have to be prepared to take, since this may be the only way they're going to learn. But unless you let them go, they won't be able to stretch their wings and fly. Delegation is an act of faith on the part of both you and your delegatee. 'Giving people self-confidence is by far the most important thing I can do. Because then they will act.' (Jack Welch, CEO of General Electric) 6. Keep Your Eyes On. Working out how near or far you need to be in a delegating relationship is the true art of managing others. Too close and you don't give people enough freedom to take risks and learn; too far and they lose hope. One rule is to take your hands off but keep your eyes on. This relationship is similar to parents teaching their children to swim. At the start, they stand right next to them with their hands under their tummies. They never let go. Then gradually as the children begin to gain in confidence and skill, they move back. First they let one hand go. Imperceptibly. Then the other hand. Then they take a step back. Then another. And eventually they move out of reach to the side of the pool. In the end they leave the children alone and get out of the pool. But all the time and even now, they never take their eyes off them.
Developmental delegation is by far the most important of all the acts of delegation. It is delegation with a purpose. It grows the one resource that is free and unlimited, your own staff. When it works, you increase all your assets at a stroke and both you and your delegatee are the richer for it. Susan shares her best practices for success in software development, software design and architecture. Her leadership lessons will further empower you including decision pointers for CIOs, CTOs, and Boards. She spotlights the top resources for universities, faculty and students; the DreamSpark program, Microsoft Research, and the Imagine Cup. Susan discusses disruptive innovations that you should be preparing for. Increasingly leaders must blog in forums and connect with communities and Susan provides meaningful blogging tips for growing your audience.
Last year she found herself accepting what can only be described as a perfect position for her skillset. Susan is now the Academic Developer Evangelist for Microsoft Canada; in her role she gets to share her passion for the latest developer technologies such as HTML5 and Windows Phone with students and faculty across the country. She still gets to talk about her favorite toys: Visual Studio and SQL Server to programmers across Canada as well. She has great fun talking to developers, professors, managers, and students. She also spends her time presenting and writing blogs for the Canadian developer and student blogs. "My job is to geek out with others on technology! What could be better than that?" To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic:00:48: :05:21: :09:54: :11:40: :12:53: :14:14: :15:22: :19:29: :22:17: :28:11: :34:36: :38:36: :40:33: :45:48: :51:31: :58:02: :01:00:44: :01:04:02: :01:09:24: :01:15:40: :01:20:47: :01:23:46: Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
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Susan Ibach is a developer evangelist at Microsoft Canada. She has taken an interesting road to get there. Starting off with a degree in Electrical Engineering, she tried working at Bell Northern Research until she discovered she preferred software to hardware. Her next stop was Accenture, where she worked in a variety of roles including programming, testing, roll-outs, database administrator, even business process re-engineering. But her challenge was finding a way to combine her love of technology with her passion for sharing what she was learning with others. She decided to become a full time technical trainer and taught databases, programming, ITIL, and business analysis for a number of years. Always interested in growing her own skills and in helping others, she started to help out Microsoft Learning and other trainers through conferences, meetings, and webinars.