Delegation is the act of entrusting a task or responsibility to someone else. It is a powerful tool that can be used to develop others, free up time, and achieve better results.
However, many leaders avoid delegation because they are afraid of losing control, or they don’t trust others to do the job right. As a result, they end up doing everything themselves, which can lead to burnout and inefficiency.
We’ve probably heard or said in the past: “I would delegate… but…I can do it better. I’ve been doing it a long time and I’m good at it! It would take me more time to train them than to just do it myself. If I do it, I know it will get done the correct way. They are already overworked.”
It may be worthy of reflection if you suspect that some of these reasons exist for you. For many, it is simply about maintaining control.
I invite you to take a moment to reflect on your current perspective and consider how you might be able to reframe it in a way that would lead to better results with delegation. By taking the time to reframe your context, you can create a more positive environment for delegation and improve your chances of success. Here are some specific examples of how I might reframe my context:
- Instead of thinking of delegation as offloading my work, I could think of it as empowering others to contribute to the team’s success. This would help me to see delegation as a positive thing, and it would make me more likely to delegate tasks that are important or challenging.
- Instead of worrying about whether or not others will do a good job, I could focus on providing them with the resources and support they need to succeed. This would help me to build trust with others, and it would make me more likely to delegate tasks that are important or time sensitive.
- Instead of focusing on the tasks that need to be delegated, think of delegating as a way to free up time for yourself to focus on the more important things, while developing others on your team.
- Look at where you’re currently spending your time, and what might not be the best current use of your time and manage your time like a budget. If you were creating a budget, you would look at where you’re spending and where you don’t need to spend. In the same way, when delegating, look at where you’re spending your time and where you need to spend more time, and where you don’t need to spend any more time.
- Don’t “dele-dump.” That is, don’t just dump a responsibility onto someone and tell them it’s now their responsibility. Instead, take the time to explain the task, the desired outcome, and the timeline.
- Set clear expectations. What are the specific deliverables? What are the deadlines? What level of quality is expected?
- Provide the necessary resources. This may include access to information, tools, or training.
- Offer support and guidance. Be available to answer questions and provide feedback.
- Celebrate successes. When the person you’ve delegated to completes the task successfully, be sure to thank them and celebrate their success.
By following these tips, you can delegate effectively while developing others on your team and achieving better results. This will free up your time so you can focus on the most important things, and it will help your team achieve its goals.
