Successful Behaviour!!!

Leadership behaviour is the most critical determinant of business success...

• Leaders can control the outcome of an event by changing their response to it
• Feedback forms a critical aspect of leadership reaction to events
• The onus of seeking feedback lies with the leader

It is said nothing is impossible! Everything in this world is pretty much achievable if it is pursued with discipline, truthfulness and commitment. The possibility of controlling one’s destiny appears much more real!

Leadership too, in the context of organisational working, can create and control the outcome of its decisions, if executed with deliberation. Experts believe that a leader’s reaction to the events happening around him is critical to the outcome. Thus, the basic equation of leadership success--how the outcome of any action depends on the flavour of the event and the leadership response to the event--holds good in any given context.

The underlying principle of success is that any event— joyful, dismal, good or bad—evokes a certain reaction from those affected by it. It is this reaction to the event that determines the final outcome of the event. Effective and successful leaders understand this. They are known to have mastered the art of controlling their reactions, thereby controlling the outcome.

A matter of choice!

When leaders are confronted with situations that compel them to react in ways that may not necessarily be the best and most prudent, they tend to suffer the consequences of their own decisions. However, when leaders realise that the outcome, however compelling the situation may be, is a result of their reaction, and has less to do with the event itself, they begin to analyse the choices available to them. Every situation presents leaders with two choices:

• The choice to blame the event and crib over the outcome
• The choice to alter one’s reaction to the event till the desired outcome is achieved

Leaders who choose to blame the event for the outcome rarely succeed and are never considered to be effective leaders. While those who choose to change their reaction till they attain the desired outcome are the ones who succeed beyond their own capabilities and create history. Great leaders realise the power of controlling their thoughts and reactions. They manage to live their dreams with far greater ease than those who get bogged down by situational exigencies.

In addition to controlling one’s reactions to influence the outcome, leaders need to develop the habit of seeking feedback from people around them. Inviting feedback from people working in close quarters with the leader is also an example of effective leadership behaviour, as it would help leaders understand the reactions of people affected by their decisions. Seeking feedback forms a critical component of leadership behaviour. Leaders who do not seek feedback for fear of being criticised seldom grow, and therefore, fail to create the kind of impact that leaders with more tolerance and openness do.

Supportive leadership

Leadership support is critical for organisational success. Leadership support is determined by the level of confidence people have in their leader. Organisations, where employees are fearless and feel free to go and discuss their concerns with leaders, are more likely to have rewarding workplace relationships, as compared to those where protocol dominates.

Leaders, however, have to exercise caution while seeking feedback from people around them. The feedback should be within a prescribed framework, indicating the sanctity of the leadership position. This does not mean that people have to mince words. It only suggests use of non-offensive language, polite conversation and fact-based feedback. Employees should neither take undue advantage of the transparency in the system nor refrain from using it, in a bid to settle scores with people.

In addition, leaders should be specific when asking for feedback. A generalised approach seldom yields the desired output as both the leaders and the person from whom the feedback is sought give out vague statements. If leaders demonstrate frankness about receiving feedback by stating their concerns, the task becomes easier. For instance, if a leader is concerned about his behaviour in the boardroom, then he must address his concern clearly, without dilly-dallying. When the leader demonstrates a straightforward approach, others feel at ease and give the required input without much ado.

Effective leadership behaviour not only benefits leaders but also impacts the organisation as a whole. Supportive leadership generates work partnerships that are more productive, congenial and friendly, thereby making the workplace a better one.

Reference:
The ManageMentor

Obama and his Management Mantras.

Obama is one of the most radical management innovators in the world today. Obama's team built something truly world-changing: a new kind of political organization for the 21st century. It differs from yesterday's political organizations as much as Google and Threadless differ from yesterday's corporations: all are a tiny handful of truly new, 21st century institutions in the world today.

Obama presidential bid succeeded, in other words, as our research at the Lab has discussed for the past several years, through the power of new DNA: new rules for new kinds of institutions.

So let's discuss the new DNA Obama brought to the table, by outlining seven rules for tomorrow's radical innovators.

1. Have a self-organization design.

What was really different about Obama's organization? We're used to thinking about organizations in 20th century terms: do we design them to be tall, or flat?

But tall and flat are concepts built for an industrial era. They force us to think - spatially and literally - in two dimensions: tall organizations command unresponsively, and flat organizations respond uncontrollably.

Obama's organization blew past these orthodoxies: it was able to combine the virtues of both tall and flat organizations. How? By tapping the game-changing power of self-organization. Obama's organization was less tall or flat than spherical - a tightly controlled core, surrounded by self-organizing cells of volunteers, donors, contributors, and other participants at the fuzzy edges. The result? Obama's organization was able to reverse tremendous asymmetries in finance, marketing, and distribution - while McCain's organization was left trapped by a stifling command-and-control paradigm.

2. Seek elasticity of resilience.

Obama's 21st century organization was built for a 21st century goal - not to maximize outputs, or minimize inputs, but to, as Gary Hamel has discussed, remain resilient to turbulence. What happened when McCain attacked Obama with negative ads in September? Such attacks would have depleted the coffers of a 20th century organization, who would have been forced to retaliate quickly and decisively in kind. Yet, Obama's organization responded furiously in exactly the opposite way: with record-breaking fundraising. That's resilience: reflexively bouncing back to an existential threat by growing, augmenting, or strengthening resources.

3. Minimize strategy.

Obama's campaign dispensed almost entirely with strategy in its most naïve sense: strategy as gamesmanship or positioning. They didn't waste resources trying to dominate the news cycle, game the system, strong-arm the party, or out-triangulate competitors' positions. Rather, Obama's campaign took a scalpel to strategy - because they realized that strategy, too often, kills a deeply-lived sense of purpose, destroys credibility, and corrupts meaning.

4. Maximize purpose.

Change the game? That's 20th century thinking at its finest - and narrowest. The 21st century is about changing the world. What does "yes we can" really mean? Obama's goal wasn't simply to win an election, garner votes, or run a great campaign. It was larger and more urgent: to change the world.

Bigness of purpose is what separates 20th century and 21st century organizations: yesterday, we built huge corporations to do tiny, incremental things - tomorrow, we must build small organizations that can do tremendously massive things.

And to do that, you must strive to change the world radically for the better - and always believe that yes, you can. You must maximize, stretch, and utterly explode your sense of purpose.

5. Broaden unity.

What do marketers traditionally do? Segment and target, slice and dice. We've become great at dividing markets into tinier and tinier bits. But we're terrible at unifying them. Yet Obama succeeded not through division, but through unification: we are, he contended, "not a collection of Red States and Blue States -- We are the United States of America".

Obama intuitively understands a larger truth of next-generation economics. Unified markets are what a world driven to collapse by hyperconsumption is desperately going to need. We're going to need not a hundred different kinds of razors - and their spiralling costs of complexity and waste - but a single razor that everybody, from the slums of Rio to the lofts of Tribeca, is overjoyed to use.

6. Thicken power.

The power many corporations wield is thin power: the power to instill fear and inculcate greed. True power is what Obama has learned wield: the power to inspire, lead, and engender belief. You can beat people into subjugation - but you can never command their loyalty, creativity, or passion. Thick power is true power: it's radically more durable, less costly, and more intense.

7. Remember that there is nothing more asymmetrical than an ideal.

Obama ended his last speech before the election by saying: "let's go change the world." Why are those words important? Because the world needs changing. A world riven by economic meltdown, religious conflict, resource scarcity, and intractable poverty and violence - such a world demands fresh ideals. We must mold and shape a better world - or we will surely all suffer together. As Obama said: "we rise or fall ... as one people."

In such a world, forget about a short-lived, often meaningless "competitive advantage". It's a concept built for the 20th century. In the 21st century, there is nothing more asymmetrical - more disruptive, more revolutionary, or more innovative -- than the world-changing power of an ideal.

Where are the ideals in your organization? What ideals are missing - absent, bankrupt, stolen - from your economy, industry, or market? What ideals will you fight and struggle for - and live? Because the ultimate problem with industrial-era business was, as Wall Street has so convincingly demonstrated, this: there weren't any.

That seventh lesson is the starting point for tomorrow's radical innovators - because it's the thread that knits the others together. And it's where you should start if you want to use these seven rules to start building 21st century institutions - whether businesses, non-profits, social enterprises, or political campaigns.

As a young brown American, I couldn't be more deeply or powerfully inspired by the "defining moment" of an Obama presidency. Yet, the seeds of a new challenge have been planted by that victory: for us to harness the lessons of his quiet revolution.

What the Best Bosses Do

What the Best Bosses Do?

Inspire Others to Peak Performance

A transformational leader is one who excites and inspires people to perform far beyond their own expectations of themselves. Transformational leaders practice certain behaviors that cause their people to feel stronger, happier, more confident and more committed.

Delegate Responsibility

The first of these behaviors is the delegation of high levels of responsibility for results. Transformational leaders pick the right people, match them to the right jobs, achieve mutual clarity on the desired results and then they get out of the way and leave the individual with maximum freedom to perform.

Let People Do Their Work

Lao-Tse, the great Chinese philosopher, had this idea when he wrote, "A leader is best when people barely know he exists... when his work is done, his aim fulfilled, they will say, 'We did this ourselves.'"

In a recent study, thousands of people were asked to describe their best bosses. Over and over, the respondents said things like, "I hardly saw him" or "He left me alone" or "He gave me complete freedom to do the job."

Give Them Freedom

There is something liberating and empowering to know that you've been entrusted with a major responsibility and that you've been given the freedom to fulfill it. When the right person has been matched with the right job, the conditions for exceptional performance have been created.

Confidently Expect Success

Another behavior of transformational leaders is their confident attitude of positive expectations. They radiate a belief in themselves and in the ability of their subordinates to succeed. They know that the leader sets the psychological tone for the whole organization, so they consciously project a positive attitude no matter how distressing the external situation may appear. They are in complete control of themselves and their emotions.

Action Exercises

First, delegate complete responsibility for results to your subordinates. Discuss and agree on exactly what is to be done, when it is to be done and to what standard. Then, get out of the way and let them perform.

Second, express complete confidence in your subordinate's ability to do an excellent job. Radiate an attitude of confident expectations. Even if you have personal doubts, never let them be seen by others. This is the role of leadership.

Reference:
Brian Tracy

Why the Best Leaders Are the Best Leaders

The Best Leaders

From 1996 to 2007, manager Joe Torre led the New York Yankees to the playoffs every year - winning an astounding 17 series in the post-season. Over those same 12 years, the Los Angeles Dodgers did not win a single playoff series. This past season, Torre departed New York to coach the Dodgers. The result? The Dodgers won their first post-season series in 20 years, while the Yankees missed the playoffs altogether.

Ask Yankees and Dodgers fans, and they will tell you that Joe Torre's leadership matters. However, they may not be able to tell you exactly why Joe Torre is an excellent leader. What's true of the fans in New York and Los Angeles is true for many of us. We experience the effects of leadership without understanding the cause.

In this article, I hope to make plain why the best leaders are the best leaders. In a nutshell, remarkable leaders give their best to their people, and get the best from their people. Let's look at how this happens.

The Best Leaders Give Their Best to Their People By...

1) GROWING

People naturally follow leaders they respect as being more advanced than they are. For this reason, personal growth is directly proportional to influence. If you desire to gain followers, then pay the price of getting better.

To give people your best, you have to elevate your leadership capacity. Consider the metaphor of walking up a narrow staircase - you can only go as fast as the person in front of you. When leaders stop growing, they quit climbing and impede the progress of everyone following them. However, when leaders grow, they ascend the stairs and create space for those behind them to climb higher.

Personal growth involves challenging yourself, and pushing beyond the realm of comfort. When is the last time you did something for the first time? How long has it been since you felt in over your head?

2) SERVING

"Only a life lived for others is a life worthwhile."

~ Albert Einstein

Serving others is an attitude issue. Unfortunately, many leaders operate under a king-of-the-hill mentality. They attempt to pull down anyone above them in order to secure the top spot for themselves. In doing so, they clutch at power, grapple for control of company resources, and strive to dominate others. Seeing relationships as win-lose propositions, they ultimately burn bridges and isolate themselves.

The best leaders take an entirely different approach. Rather than dragging down anyone who threatens their position, they extend a hand to lift the performance of teammates and coworkers. They function with a mindset of abundance as opposed to an attitude of scarcity, and they wield their influence to prop others up rather than to elevate themselves. Over time, they are honored for the contributions they have made to the lives around them.

All leaders serve. Sadly, some serve only themselves. Serving is a motives issue, and the crux of the matter boils down to a simple question: "Who?" Does a politician serve the public or his pocketbook? Does a CEO serve to benefit her shareholders or to support her lifestyle? The best leaders set a tone by serving and prove they are deserving of being out in front.

3) MODELING

Growing leaders have something to share; serving leaders have something to give; modeling leaders have something to show. As V.J. Featherstone said, "Leaders tell, but never teach, until they practice what they preach." The best leaders embody their values. Their passion exudes from every pore and demands respect.

The Best Leaders Get the Best from Their People By...

1) LISTENING

The smartest leaders realize the limitations of their wisdom, and they listen to their people in order to capture invaluable insights. However, leaders don't just listen to gain knowledge, they also listen to give their people permission: permission to challenge the process, permission to test assumptions; and permission to take risks. Nothing turns off an up-and-coming leader like the deaf ear of a superior. The best leaders don't simply listen to incoming ideas; they proactively draw them out of their people. They listen actively, not passively.

2) RELATING

Leaders touch a heart before they ask for a hand. To touch a heart, a leader has to be open to disclosing his or her identity by sharing personal stories and owning up to professional weaknesses. Mysterious or aloof leaders may be successful decision-makers, but they won't get the heartfelt loyalty that comes from authentic relationships.

As simple as it sounds, making a person feel known correlates powerfully to their job satisfaction. In fact, Patrick Lencioni lists anonymity as one of the top indicators of a miserable job. Leaders dignify their people by studying their interests, learning about their families, and finding out their hobbies. Conscious of the power of connection, the best leaders refuse to be barricaded inside of an office, and they take responsibility for relating with others on a regular basis.

3) TEACHING

Gifted teachers have a way of making students out of disinterested bystanders. The best leaders have an infectious thirst for knowledge, and they take pride in cultivating knowledge of their craft and awareness of their industry. A leader's teaching ability depends upon ongoing personal growth. As Howard Hendricks said, "If you stop growing today, you stop teaching tomorrow."

4) DEVELOPING

The best leaders understand the differences between training people for tasks and developing people to be better leaders. 

• Training Developing
  
• Focus is on the job
  
• Adds value to specific things
  
• Helpful for a short time
  
• Changes a performance Focus is on the person
  
• Adds value to everything
  
• Helpful for a lifetime
  
• Change the performer

The best leaders view their people as appreciable assets and prioritize investing in the talent on their teams.

5) MOTIVATING

After one of my presentations, an audience member approached me who was visibly indignant about my speech. "Why is motivation last on the list?" he demanded. "Well," I replied, "because if you listen, relate, teach, and develop your people, then they will be motivated!"

Sustained motivation comes by creating the right environment for your people and by doing the right things consistently to nurture them. Consider a flower. It cannot grow in the Arctic; it requires a climate conducive to growth. Yet, even in the right environment, the flower must be planted in hospitable soil, exposed to sunlight, watered, and freed of weeds.

REVIEW

The Best Leaders Give Their Best to Their People by...

1. Growing 2. Serving 3. Modeling

The Best Leaders Get the Best From Their People by...

1. Listening 2. Relating 3. Teaching 4. Developing 5. Motivating 

Reference:

Dr. John C. Maxwell

John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. His organizations have trained more than 2 million leaders worldwide. Dr. Maxwell is the founder of EQUIP and INJOY Stewardship Services. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times , Wall Street Journal , and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership , Developing the Leader Within You , and The 21 Indispensable Qualities of a Leader have each sold over a million copies

Jack Welch and the 4E's of Leadership.

Jack Welch and the 4E's of Leadership.

Energy

Effective leadership has passion. By passion it does not mean you are loud or flamboyant but something from deep inside. Passion cannot be taught or learned. The best way to be passionate is to hire people who share your excitement for the job at hand.

Energy gives results if there are no compexities, all the bureaucratic layers are done away with.

People become passionate and contribute if they are given the platform to be heard.

Energises

The leader energises, they are energisers. As energisers they inspire, mobilize people to act, and spark others to perform. They do not engage in turf wars, operate in silos, or tolertae backbiting behavior.

People respond to them, and these reponses make them very effective.These people are like gardeners who instead of spreading fertilizers and water spread confidence.

Leadership is the ability to articulate a vision and the ability to get others to act on that vision.

The 4E leader makes sure that good ideas are surfaced celebrated, and acted upon.

Edge

Individual with edge have a competitive spirit and know the value of speed. They are confident ; they know when to green light or red light a project or acquisition.

The effective leaders get the right people on the bus and the wrong people off the bus, and then figure out where to drive it.

The leaders with edge are very similar to the sports stars. They always win whether it is the customers or market place.These leaders can only flourish if you have differentiation. You differentiate these leaders and reward them according to their victories.

Executes

Individual with the 4 E get the things done.They consistently deliver in many cases not only meeting the goal but blowing them away. They realise that the first three Es are of little value unless they are leveraged to produce results.

The leaders, understand that there is no subsitute for achievement. They develop their expertise and do the job better then anyone else. They know that the performance has to be delivered today and not in the future. They do their job better than anyone else before thinking of promotion.

Narayan Murthi -Infosys

Energy to work hard especially during the initial phases of Infosys to build a world class IT company and then not to rest in the laurel but beat one milestone after the another.

Energises - The best performance of Murthi, he has created a vision of the company which will be unique in terms of value system, wealth sharing and quality.

Edge- Infosys has a edge , it is considered to be different, better, smarter than the other IT companies. Thanks to Murthi who has always recognised that the people who are performing, should be differentiated and be rewarded accordingly so much so that the salaries of the certain employees are higher than the Managing director

Execution- Infosys surely by showing the double digit growth, beating the projections on revenue and profit definitely focuses on execution.

Building a Leader's Image.

There's no shortage of ways to bust your image. Here are eight common mistakes executives make- and you should avoid - that have a negative effect on their leadership image.

Too much seriousness.

Leaders don't need to be serious to be taken seriously. Leaders who are overly reserved look wooden, stiff and uncaring. A smile goes a long way. Show that you can take a joke or handle pressure with graciousness and warmth.

Weak speaking skills.

In a media-saturated world, people know a good speaker when they hear one. The standard is high, and a leader with a flat or monotone vocal style, inappropriate volume or poor diction isn't tolerated. Whether talking one-on-one or speaking to a crowd, pay attention to how you speak, not just what you say.

Lack of clarity.

Of course, what you say is enormously important, too. Leaders who speak with clarity of thought and message covey an image of effectiveness in a way that a leader who rambles or speaks disjointedly does not. If the message is unclear and non-specific, the listeners will tune out and assume you don't know what you're talking about.

Self-absorption.

Leaders who overuse the words I, me and my are isolating themselves and not engaging their audience. People prefer to be a part of something, not just the recipient of your efforts. Even if something is your idea, your vision and your responsibility, keep in mind that your job as a leader is much bigger than yourself.

Lack of interest.

Think back to when you were in school - which teachers captured your attention and imagination? The energetic teachers who seemed to loved their job or the ones who lectured dispassionately from the podium? Energy, interest and passion for your work are incomparable assets. Are you interesting and genuinely interested in what you are saying and doing? Obvious discomfort It's painful to watch a leader who is uncomfortable in front of a crowd or awkward in conversation.

If you are tentative or uncomfortable in the roles you play, people begin to doubt your ability to be an effective leader - especially in difficult situations. Inconsistency. Over time, your image becomes tied to your larger reputation. If you have a reliable pattern of behavior - one that is reflected in what you do and how you do it - your leadership image will be seen as genuine. Inconsistencies, in contrast, form an image of a leader who is flaky, insincere or dishonest. Defensiveness. Confidence and assurance is undermined when a leader is on the defensive. An unwillingness to consider other views, a knee-jerk defense of your position or decision, or an inability to seek and hear feedback all undermine your image as a capable, effective leader.

Building a Leader's Image: Asset or Liability?

Your effectiveness as a leader is tied to your image.

"Your ability to project a leadership presence in the eyes of employees, customers and others is closely related to your ability to do your job well," says CCL's Corey Criswell. "Your image, then, can be either an asset or a liability as you engage in the tasks and roles of leadership."

A study of 150 executives who attended CCL's Leadership at the Peak program reinforced what Criswell and her colleagues have observed working with senior executives. The study, conducted by researcher Phil Willburn, shows that the image leaders convey has a significant correlation to perceptions of their leadership skills.

"In this study, leaders who conveyed a strong vision were rated higher on several important leadership skills than those who conveyed a weaker vision," Criswell explains. The leaders who conveyed their vision in a strong and positive way were also seen as stronger in areas such as the ability to lead change, being dynamic, competence in strategic planning, being farsighted, inspiring commitment, being original and having a strong executive image.

What is Image?

Leadership image is created by many things: personality, behavior, body language and speaking style, as well as formal status and physical appearance. Simply stated, your image is the concept that others form about you as a result of the impressions you make on them. Your image may be the conduit through which people initially know you; it can have a great impact on how they get to know you as a person and as a leader. Whether someone is getting to know you through a first meeting, over time or even through the media, your image is being broadcast and your reputation is being formed.

Managing Your Image

Fortunately, you can have a great deal of control over the image others have of you. You can choose to be more open and show a side of yourself you normally keep hidden. You can change how you communicate by improving both your speaking and writing style. You can develop new skills that contribute to a reputation as an effective leader.

In the study of CEOs mentioned above, each leadership factor that reflects a positive or negative image is also tied to specific behaviors. "That means with awareness and practice, you can change your behavior and improve your leadership image," says Criswell.

Crafting your image requires you first to gain a clear picture of the image people currently are perceiving, then to decide what image you would like to portray and, finally, to develop the skills
to close the gap.

Image and Authenticity

Many executives who attend CCL's Leadership at the Peak program struggle with their authenticity as leaders, especially when dealing with those outside their closest circles. They often feel such a strong need to maintain their executive image that it becomes the number one obstacle to authenticity. They are unsure how to be authentic, genuine leaders and at the same time work to craft their image.

If you are struggling with this quandary, try to rethink your understanding of executive image. "Often, successful people have defined their image more narrowly than they need to. They unnecessarily put tight limits on themselves, trying to maintain a powerful façade," says Criswell.

"We've found that revealing one's personality and humanness is a better sign of effective leadership."

Reference:
This article is adapted from Building an Authentic Leadership Image, by Corey Criswell and David Campbell (CCL Press, 2008).

Leadership through Delegation.

HERE are five steps, each with specific actions you can take, to get you on the road to delegating effectively.

DETERMINE WHAT TO GIVE AWAY AND WHAT TO KEEP.

First, consider your strengths. What are you directly contributing to your business that is making it successful? Those are the things you should continue doing. The tasks that are outside your expertise or those that could easily be performed by others are the first things to delegate.

YOUR ACTIONS: Make a list of everything you do on a daily, weekly or monthly basis. Then go through the list and determine what’s essential for you to keep doing and what can be given away.

CREATE A PLAN

Consider what you need to accomplish and how you want the task done. In order for delegation to be effective, you must be able to tell someone what exactly you want him or her to do. Maybe ‘no one does it better than you’ because no one truly understands what you want to be done. So plan out what needs to be accomplished and exactly how you want it done.
YOUR ACTIONS:

Create your processes. Determine what the final outcome should be and create the specific, detailed steps needed to get there.

HIRE THE RIGHT PERSON

The key to finding the right person for the job is to determine what skill sets your position requires. Once you know what skills you need, search for a person who has exactly the skills you need. Don’t just hire the first person who happens to be available.
YOUR ACTIONS:

Look at the tasks being performed, and decide what skill sets are needed. When interviewing candidates, ask open-ended questions that allow you to discover if that person has the expertise you’re looking for.

ASSIGN RESULTS AND ACCOUNTABILITY

One of the most important steps to successful delegation is to plan ahead by determining what the end results should be. Picture what you want to be holding when those final deliverables are handed to you. Then communicate those expectations. And remember, all expectations have to be reasonable, clear and measurable. For example, you may want to require that someone ‘complete a minimum of 30 sales call per week’ as opposed to just ‘complete sales calls’. Accountability is not a bad word — there ought to be consequences if the results you need are not being met.
YOUR ACTIONS:

Create specific goals, quotas or outcomes that need to be accomplished by the person you’re delegating work to. Effectively communicate those expectations, and create consequences if the results you expect aren’t being accomplished.

CHECK IN FROM TIME TO TIME

‘Set it and forget it’. Some people think that this rule applies to tasks that have been delegated. People are human. They make mistakes, they accidentally skip over things. Instead of leaving them alone once you’ve assigned them work, establish specific times you’ll check in to see how they’re doing.
YOUR ACTIONS:

Establish a check-in schedule that works for both you and your employee. And then be sure to touch base when you say you will.