Delegation: The Problem Solver Becoming The Manager

In an earlier article called “Leadership and The Fine Art of Delegation” it was highlighted that “learning to delegate is a skill that a new manager must learn” and it is certainly a challenge faced when a problem solver becomes a manager. Problem solving is of-course a vital skill within the business; they are an essential component in corporate life for any challenge it is key came up with several suggestions and offer sound advice leading to solutions. Yet the problem solver has an extra challenge to solve when they become a manager because their normal mode of work is to identify solutions, then shift gear and fix the problems.

This can be one of the hardest things for a new manager to do when they are first learning to delegate. It is possible they see delegation as being weak or maybe slowing things down. Many have a problem in sharing their personal weakness or vulnerabilities to others around them – after all their problem solving ability is what used to drive them to succeed. One area in which coaching can assist any manager in growing and building their leadership skills.A new manager needs lots of support in order to succeed, there will be many slip-ups along the way, yet with a problem solver leading their teams correctly these errors are less likely to be fatal.

Of course delegation can certainly become a challenge for the new manager; yet the management challenge may in fact be one of those weaknesses. Perhaps it’s the feeling of no longer being the star problem solver, they have been required to step outside of their comfort zone and take on new responsibilities. The feeling of no longer being the star however may not be one that is shared by other members of the management team, they may perceive them as precicely the right person to succeed. They know that given time this new manager will become a key problem solver in their new role – solving different types of problem at a new level. That is, after all, one of the qualities that led to their promotion in the first place.

One experience they have is whenever there is conflict in any given situation, they will try and resolve the route cause. It is an inate quality develped because they are a problem solver at heart. Ultimately this person can become decisive when a hard decision is to be made, but first they have to learn to become a good manager. Where any long-standing problem needs fixing, it requires a leadership minmdset in order to open the door to new options and approaches and that is one of the challenges the traditional problem solver can apply themselves to. They are able to take their team to the next level, raise expectations, and encourage each of them to take risk and offering a sense of excitement and build something fresh.

Generally it is managers that will identify the working frameworks which can empower the systemic nature of their organization. They need to develop communication skills to explain the things that need to be completed and ensure their staff are productive and able to deliver results. There is one truth in that successful business managers just don’t simply go out and haphazardly perform their duties and responsibilities. Indeed they must learn and master the core business functions of planning, organising, staffing, leading, and controlling. This is how they can assist in continual improvement.