Decreasing Burn-out through Effective Delegation in a Multigenerational Workplace

By Adwoa Buahene Co-founder / Managing Partner, n-gen People Performance Inc. | August 01, 2013

Co-authored by Giselle Kovary, Co-founder & Managing Partner, n-gen Performance

Burn-out is a common risk for all employees. People who feel that they are reaching burn-out levels are often employees whose commitment to their roles is unquestioned. They are the 'go-to' employees and managers, constantly putting out fires and ensuring that the team's performance is at its best. In the hospitality sector, the need for immediate response to ensure customer satisfaction is intense. Managers have to think quickly on their feet, and often are so busy solving problems, that they barely have time to work on initiatives that require more strategic thinking and planning. So what can a manager do to decrease the likelihood of burning-out?

To start, we have to recognize that the environment within the hospitality sector "is what it is". It's fast-paced and immediate, with customers who constantly throw curve balls. Employees focus on providing superior service that aligns to their organizations' values and brand. For managers who lead in this type of work environment, it's important to cultivate employees who feel empowered to resolve all challenges that arise. Effective delegation is one technique that helps managers to release the need to always be the problem solver. Effective delegation can relieve some of the stress managers feel, and is a positive way to build a more productive team.

It's important that managers create a positive, supportive team culture, where colleagues are encouraged to help each other. Delegation is most successful when there is a win-win outcome – key tasks, activities or projects are re-assigned appropriately, and employees build new skills or achieve new results by taking on great accountability.

Delegation is not just pushing work down. When you are delegating, you are consulting and developing as well as assigning work. Open communication is vital, and success depends ultimately on the communication skills of the manager and the employee and on the quality of their relationship. When there is a lack of trust on either side, or poor communication between them, the needed understanding and motivation are unlikely to be there (1)

Objections to Delegating

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