
Delegation is something that so many leaders struggle with. They have a mindset that they can do a task better than their colleagues so they retain it.
Invariably they recognise they should train staff to enhance their skills and subsequent ability to execute the task, but do not feel they have the time.
The consequences of a failure to delegate are clear. In a best case scenario, you will be overloaded with tasks and will compromise your ability to optimise performance. Worst case scenario and you will damage your physical and mental health through some form of burn out.
To support you in being able to master this critical Leadership Essential I have compiled the following six steps:
PREPARE
Review your To Do List and ask yourself “What can I delegate, delete and do?.¨ Some thing should not be on the list at all and need deleting. Some can easily be delegated and you should be left with the truly critical tasks that only you can do.
Without taking the time to ask and reflect on this simple question you are left with one huge and ever expanding To Do List.
ASSIGN
You have colleagues with a range of competencies. Reflect and decide who is best placed to help you with the task in hand.
BE SPECIFIC
A lack of clarity dooms delegation to failure. Be very clear and specific about what result you desire. Ensure your colleague is clear on the outcome. Encourage them to ask as many questions as they need to establish that clarity. Finally ensure they have the resources they need to execute effectively.
Taking the time required at the beginning of the process significantly increases the chance of successful delegation.
DO NOT MICROMANAGE
You must have trust in your people. To micromanage implies that you do not. It is a sure fire way to frustrate and erode creativity. You have set the destination (result) you expect, now get out of the way and let them show you how they intend to get there.
Effective delegation frees up time and headspace for you to commit to other important tasks. Engaging in micromanagement means you fail to utilise this time and space as you are still too connected to the original task.
FEEDBACK
It is essential to spend time reviewing the delegated work and providing feedback to the individual who delivered it. This often neglected step is invaluable. It allows you to educate and train your colleague so they can improve future execution.
It also highlights any gaps in your delivery in the ‘Be Specific’ step. These learnings when implemented significantly increase the success of delegation which naturally improves the leaders' willingness and ability to delegate.
GRATITUDE
Understanding the complex needs and demands of your boss is not always straightforward. People usually have a lengthy ´To Do List´ prior to the arrival of this newly delegated task! You can create a sense of overwhelm and frustration when you delegate.
A leader needs to recognise that and be genuine in expressing their gratitude for the support they receive form their colleague.
This simple step is invaluable in ensuring colleagues are fully engaged and committed to future delegated tasks.
These steps will increase the likelihood of delegated tasks being completed effectively. This in turn should make it easier for the leader to break through that limiting belief that they are the only ones who can deliver a certain task.
Effective delegation will enable every leader to significantly enhance their level of performance.
This is a core area of focus on the work we do with clients of The Lonely Leader. To find out more contact us at hello@thelonelyleader.co.uk
Comments