Tony Atherton - How to be Better at Delegation and Coaching (How to be a Better)

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how to be
better at
delegation
and coaching

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Tony Atherton

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First published in 1999

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:

Tony Atherton, 1999

The right of Tony Atherton to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.

British Library Cataloguing in Publication Data

A CIP record for this book is available from the British Library.

ISBN 0 7494 2944 5

Typeset by GCS, Leighton Buzzard, Bedfordshire
Printed and bound by Clays Ltd, St Ives plc

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The purpose of this book is to help you to become better at delegation and coaching. The fact that you are reading it is an indication that you believe you can be better at these essential management skills.

Organizations of all shades have shed staff and reduced their levels of management in the last two decades or so. This process has inevitably put more pressure on fewer people to achieve the same results, or perhaps greater results. The outcome can be intolerable stress. However, if better management styles are adopted and if staff are coached, delegated to and empowered then productivity can be increased and stress controlled. The management skills of delegation and coaching have therefore grown in importance and look set to continue to grow in the future.

Regrettably, it is still true though that too many managers and supervisors act as if delegation is simply about telling people to do something and blaming them if it goes wrong, and that coaching is simply telling them more slowly and more loudly. Companies that encourage that type of behaviour are dinosaurs awaiting extinction and their management will one day be seen as Jurassic Management.