Tony Robbins and Leverage

Why is it that delegating responsibilities tends not to work very well? Why managing employees is a bit like herding cats? Indeed, why is it that managing ourselves sometimes has the same feeling?

The problem, according to Tony Robbins, is in the idea of delegation itself.

When you delegate a task to employees, you tell them what you want and when you want it by. You check in with them once, on the due date, and if it’s not finished or done properly, you become frustrated with both them and yourself. With delegation, “you’re always going to be disappointed,” Robbins said.

In other words, a “command and control” system will always have to spend heavily on the “control” part in order to get any results at all.

Is there another way? There is. If a person is engaged in what he or she does, he will tend to do it better. Engagement arises when we act upon our own interests -. when we see how what we do will benefit us. According to Robbins, building engagement is a matter of aligning the interests of the manger and the staff member

With leverage, you inspire employees to do something rather than order them to. “When I leverage something, I help people understand exactly what I want and why I want it, and then I let them come up with many ways to get it done,” he said. “I check with them multiple times before it’s due to make sure they’re supported.” This way he’s not surprised about how a particular task or project turned out.

In other words, leveraged employees need support rather than controls.

How good are you at building leverage in your relationships?

good question. Tony Robbins answers it this way

Robbins said that he wouldn’t have gone from nothing to the head of a coaching empire “if I was doing it all myself or if I was delegating. There’s no way in hell that would happen. But I know how to leverage effectively.”


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