When there is pressure on team leaders to employ new developers, it is not uncommon for talent acquisition managers to micromanage their team. One of the biggest mistakes you can make as a manager is to micromanage your team because it will cause you to miss out on potentially beneficial service and insights which these team members can offer.
On the other hand, giving your team too much autonomy might be deleterious to your leadership autonomy. Although, taking them along on how you optimize your management strategy is very important. But it should not be done at the expense of your supremacy as the leader. Therefore, there should be a balance in your talent management strategy. How can you now share your leadership responsibilities with your recruitment team without losing your supremacy? Below are ways by which you can get this done.
As an HR Leader, you must be able to embrace diverse opinion from your tech team since your goal is to create and implement a sustainable management strategy. No doubt, you are the leader and at the same time, you make the final decision on which tool and tactics to use. But then, you have to understand that some of them will likely have some experience or they can even be more experienced than you. Taking this into consideration, you should listen to their opinions and recommendation in order to fully implement your plan.
Although it is not mandatory for you to ask for feedback from your subordinates on everything you do, it is usually wise to take time to listen to anybody who comes to you for clarification as well as to give suggestions regarding your methods. Ask questions on the ideas the person is bringing and how it may benefit the team and firm as a whole. At the end of the day, you may not necessarily make use of the idea but your discussions and interactions will most certainly boost the morale of the team members and help the team in discovering new ways of dealing with developers.
Let Them Take the Lead Whenever They Propose New Initiative
Sharing leadership is far beyond passing tasks on to your team. You must also make them feel leadership potential. Suppose one of your tech recruitment team suggest a new employer branding campaign and you feel it is a way in which you can get your work optimized, why can’t you let him or her take the lead?
It should be said, however, that the fact that you are giving your team a little more responsibility to lead does not mean that you are on the same pedestals. Instead of thinking this way, give them proper countenance and also find a way to be actively involved and make them feel motivated by your action. If they do not have the requisite confidence and support from you, the recruitment team could end up failing.