Economy & Credit Chest

Once the organization has decided to conduct an internal assessment, leadership must decide what it wants the assessment to focus on.Most organizations look at only one area of the organization: tasks. Some organizations assess employee morale through the use of an employee survey—an example of scanning the organization. But in forming a partnership, both of these areas need attention. I call them the material and ethereal realms of the organization. I use the term realm to describe the degree to which these spheres interact while still maintaining separate energies and characteristics. Let me use an analogy to show how these realms relate to partnerships. On planet Earth, there are two primary realms of existence: the marine environment and the terrestrial environment. While each realm operates independently of the other, the two interact in significant ways. For example, together they affect the atmosphere, which influences all life in both realms. Weather systems are created as the marine environment heats or cools more slowly than the surrounding landmasses and provides the moisture that evaporates into the air.

These systems are then circulated around the globe in a series of geoclimatic patterns that support the life forms that have developed in these environments. It is a system. The different realms of an organization affect the overall atmosphere, too, and thereby affect all other aspects of the organization in the process.

The success or failure of a decision frequently depends on the delegation process. Empowerment, which is discussed below, goes beyond the delegation of specific tasks. It involves granting a defined level of authority and responsibility within which someone makes their own decisions and implements them.

There are several stages in the delegation process.

Preparing to delegate. Some preparation and planning are always needed, perhaps limited to gaining the approval of others or simply informing people. Priorities may also need to be considered. Most of all, you should be clear about the reasons for delegation and what it is meant to achieve. This requires a focus on results and having clear, precise objectives.

Matching person and task. The person who is required to do the job must understand it and have the personal skills and competence to have a realistic chance of doing it successfully.

Discussing and agreeing objectives. Targets, resources, review times and deadlines should be discussed with the delegatee and agreed. It may be necessary to formalise the process in writing in order to avoid, or at least minimise, any misunderstanding.

Providing resources and the appropriate level of authority. When delegating work, it is imperative to provide the delegatee with the necessary resources as well as the authority to complete the task, and then to provide support when needed.