We define delegation as the transfer of ownership of a task or responsibility from one person to another.
Humanergy co-founder David Wheatley teed up the six steps of our Delegation Framework in this eight minute podcast episode.
Check-ins are one of the six steps. These are planned communication with stakeholders.
During a recent coaching conversation with a VP (a leader who invests some time in customer-facing relationships while also coaching and developing his team), I asked him what he’s learning about check-ins (with team members and customers).
I recorded his reflections below. The top row of rectangles refer to his team and the bottom rectangles refer to his customers. Expected results (R) from the delegation and the impact (I) of those results are on the right while check-ins happen over time (left to right) getting us closer to the end result.
Planning when and how often communication takes place with stakeholders is a proactive and preventative measure to feed relationships and drive healthy, high-quality work forward. Most check-ins don’t have to be significant investments of time. As long as they serve the purpose of holding space for progress updates, feedback, coaching, problem-solving, and even celebration, they are a small and mighty success routine of effective leaders.