WHEN THE BOSS DOESN'T DELEGATE


	Some bosses insist on telling their people exactly how to do 
their jobs, and on finalizing decisions that subordinates ought to be 
making.  Consider the dilemma of this marketing manager:

	"Every decision I'm supposed to make about product mix or 
promotions has to have his approval.  It makes me wonder what I'm 
getting paid for."

	If you feel stifled by your bosses, you need to figure out how to 
gain some breathing room.  According to Robert Bramson, author of 
Coping with Difficult Bosses (Fireside, 1994), the way to do it is to 
understand what's driving the boss to rein you in so tightly, and 
provide meaningful reassurance so that she can trust you enough to 
loosen the grip.  Consider these tips:

	1.  UNCOVER HIDDEN DOUBTS ABOUT YOUR COMPETENCE.  This 
takes a strong constitution on your part, but the temporary 
discomfort can lead to a much better working relationship.

	Be alert for clues that something about your performance 
makes the boss less than eager to give you more freedom in doing 
your job.  Note overlong silences, abrupt changes of topic, or less-
than-complete praise, like, "Your work is generally on target," or "I'm 
mostly pleased with how things are going . . . ." 

	When you sense something is bugging the boss, invite 
constructive feedback.  For example, "If there's anything that may 
have happened in the past to make you doubt my ability to handle 
more authority, I'd like to hear about it."

	If the boss is forthcoming, listen attentively without excuses or 
explanations.  Remember, the purpose is to get the boss to articulate 
the reservations he's been keeping to himself.  Once you know what 
they are, you can probably do something about them.

	For example:  "I can see you've had some concerns about how I 
handle money.  That's just the reason why I'm taking these financial 
planning courses."  

	2.  COMMUNICATE ACCORDING TO HOW THE BOSS THINKS.   You 
can avoid rubbing your boss the wrong way by paying close 
attention to how she approaches the tasks of the day--and 
presenting your ideas in a way that matches her approach.   For 
example, consider these characteristic ways of thinking:

	Idealist.  Believes in lofty goals and standards.  To 
communicate with an idealist, associate what you want to do with 
goals of quality, service, and community good.

	Pragmatist.  Looking for immediate payoffs.  Emphasize short-
term objectives that can be accomplished with the resources at hand.

	Analyst.  Equates accuracy and thoroughness with competence.  
Provide a logical plan with plenty of back-up data.

	3.  ACCEPT FEARS AND SUSPICIONS.  With some non-delegating 
bosses, you need to accept that their motivations aren't entirely 
rational.  But rather than struggle to change their feelings, you can 
offer reassurance.

	One strategy is to look for clues about what the boss most fears 
in giving you greater authority.  Ask, "What would you need in order 
to feel secure enough to give me authority to sign contracts?"  
Determine how you can provide that level of assurance--without 
taking on more independence than the boss can deal with.  Starting 
small can build the boss's confidence in truly delegating larger tasks.

	Finally, emphasize contingency planning.  Clearly identify 
potential problems before the boss does.  Emphasize preventive 
actions, as well as what will let the boss escape damage if prevention 
doesn't work.  By always giving the boss a good out, chances are, he'll 
let you out of the box of tight control, and delegate enough real 
opportunities for you to show what you can do.

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