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Episode Info: To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: On this episode of Builder Talent Tuesday Season One, Jim Collison, Gallup's Director of Talent Sourcing, and Maika Leibbrandt, Senior Workplace Consultant, discuss the Delegator talent with guest Doris Lux. People who are especially talented in the Delegator talent can trust and empower others to help grow their business. They know what their employees do best and position them to take responsibility for tasks at which they are most likely to excel. They can relinquish control and focus on growing the business. They recognize that a growing business requires a shift from a do-it-yourself style, which is helpful in the early stages, to a handing-it-over-to-others style as the business starts to grow. They are willing to relinquish control and hand over authority for certain tasks to others who are better equipped to handle them. They can see a readiness and eagerness in knowing they don’t have it all. It is about being able to delegate authority, and being able to trust that responsibility in others. It is also being proactive about setting up collaborative relationships. Delegation can be recognizing and drawing on those abilities of others. In many ways it is a talent to be able to notice talents others don’t even see in themselves. It is also finding a platform for others to contribute. People with high Developer understand the need for diverse talents. They are very quick to admit that there are skills and experiences out there that they don’t have. There is a lot of forward thinking and perspective in delegator. They are able to see opportunity and potential. They work on the business instead of in the business. They are also willing to give over authority for certain tasks. They have mastered the art of inspiration and delegation. One of the potential blind spots of Delegator can be that you can delegate tasks, but not ownership. It is almost a partial delegation. You can be quick to assign tasks, but it is a lot harder to give up full control of a project. Think of this as the difference in running a team, versus running an organization. In order to avoid this, set milestones. Monitor projects so that you are able to really let that ownership go. This will also help you talk about what success looks like, so that you are able to trust the people you are dealing with in order to really own other pieces of your organizat
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