Wahaj Siraj

Many managers are hesitant to delegate because they think that their juniors won’t be able to match quality as compared to their own work. I faced this dilemma too because I wanted to present best quality work to my seniors and my juniors were beginners. But then I learnt that if I don’t delegate, I would be swamped with work that would destroy my own quality and also my juniors would never learn. So I started delegating hesitantly. Initially my quality of work decreased but then increased as my juniors learnt better. I got free time to do more valuable things. So delegation means that you should be open to tolerate more mistakes initially but in long run, your work quantity and quality both increases and your team becomes more empowered.

Some fellows followup too aggressively. They would send one normal reminder, next reminder would be “?”, and next would be sarcasm like “you’re too busy posting stuff but don’t have time to respond to me”, or “I made mistake requesting you, bye forever”, or “won’t bother again” etc. IMO, this would put off expert and close your door for good. Others’ time should be respected. The expert may not have time to individually respond to all requests. Even if one doesn’t get response after multiple polite and courteous reminders, it’s better to stay quiet. Approach same expert after few weeks and he/she would see your previous polite messages in inbox, thus increasing chances that he/she would be more likely to respond this time.

Delegation is always difficult because you being expert think “I can do better”. And this is a fact as your juniors would be initially making more mistakes and their work won’t be upto the mark. I’ve been through this dilemma too. Then I learnt that as a manager/leader, one has to delegate so as to have time to plan and work to secure future of the organisation. Delegation requires leader acting as a teacher, mentor and coach. It requires more guidance to juniors in the beginning but comes as big relief in long term. Plus it develops your juniors which is number one job of a leader, i.e., to produce more and better leaders than him/herself.

Majority of cellular towers in many emerging markets still use microwave backhaul which has capacity limitations. 3/4G customers connected with cellular towers generate high volumes of data traffic which requires fiber optic backhaul. Tower fiberisation or fiber to the tower (FTTT) is hence becoming a major driver for growth of fiber optic networks in emerging markets.

I remember first ever speech of my life in school days. I was helped by a mentor to write it down and then was asked to memorise it, word by word. I did that reading it aloud and practicing many times. Mentor helped me to adopt speaking speed (words per minute), tone, body language, etc. I went to podium sweating and pounding heart and started speech. In half way, I forgot rest and just ended. Students clapped as they had no idea of length of my speech and I escaped big embarrassment. Initial speeches I memorised and practiced word to word. Then I gradually reached to a level where I’d carry notes, bullet points, and then make my speech from these points. So deliberate practice - improving slightly with every talk - is a key.

Providing great telecom service is a demanding work because customer expectations continuously increase. Only those can excel in customer service who have a helpful personality in normal life. If you're not helpful to others in normal life, you've remote chances of success as a leader in customer service.