The art of delegation! I work with leaders in a wide range of sectors, operating in different countries and cultures. Despite the diversity one of the most commonly expressed frustrations is their inability to delegate effectively.
As a consequence I find most are taking on too many tasks and walking down the path to burnout and the associated damage to mental or physical health.
In addition they are demotivating staff who perceive their leaders inability to delegate as a lack of trust. This leads to a failure to optimise team performance at best or a high turnover of people within their team at worst!
Whilst many leaders recognise these pitfalls they still have three main barriers to embracing delegation:
1) A BELIEF THAT NOBODY CAN EXECUTE THE TASK LIKE THEM
Many of us have been guilty of allowing our ego to convince us that nobody can deliver on a task, call or project like we can. Whilst this may be true in the short term it leads us nicely into the next perceived barrier.
2) I DO NOT HAVE THE TIME TO TRAIN SOMEBODY
In order to address the previous barrier leaders must make the time to train their team and share their wisdom and insights.
3) FEAR OF IMPLICATIONS OF MISTAKES
All leaders are accountable to a stakeholder group and as a consequence fear the impact of their team making mistakes on how they are perceived by that group.
When I coach leaders struggling with delegation I always reference the sporting coach. As with industry leaders these coaches seek to define a strategy (the game plan) to their team.
However there are a number of fundamental differences in the approach to executing that game plan. They have a far more open-minded approach to delegation.
I will start with addressing the barriers articulated above.
A BELIEF THAT NOBODY CAN EXECUTE THE TASK LIKE THEM
The coaches recognise that most of the players invariably can execute the task better than them. They are comfortable with that fact and delegating tasks that facilitate the achievement of the game plan.
Reflection - Never fear recruiting staff with more talent or experience than you. Rising tides lift all boats. Having star performers in your group certainly makes delegation easier.
I DO NOT HAVE THE TIME TO TRAIN SOMEBODY
The core aspect of their role and one they attend to on a daily basis is developing the skills, confidence and mindset of their players. They recognise that if they do not invest in this critical process they minimise the likelihood of successfully executing the game plan (strategy).
Reflection - Review how much time and resource you spend investing in your team, their skills, mindset and confidence.
FEAR OF IMPLICATIONS OF MISTAKES
Sports coaches must have one of the highest attrition rates when it comes to employment . They can be sacked irrespective of length of tenure or previous achievements. The best ones simply accept this as beyond their control and do not let it compromise the trust they have in their players and their willingness to delegate fully.
Reflection - Mistakes will happen and they may be costly. If you fail to delegate it can be equally costly to your health, team performance and staff turnover.
THEY ARE UNABLE TO MICRO MANAGE
Once the players step onto the court or field of play there is a natural barrier to micro management. In some sports the coach has the ability to call a time out and impart tactical direction to the players. However these are limited in each game and in the majority of disciplines do not exist.
They have to allow their team to perform, to hope the training and game plan will allow them to secure victory and trust them to make the decisions they see fit in the heat of competition.
Reflection - Create your own field of play. Some way of creating a manufactured barrier to micro management. Once your staff step onto that field of play, trust them and let them execute the strategy without interference.
DETAILED REVIEW PROCESS
Coaches review performance when their team loose and they review when their team wins. This critical process happens every week with a plethora of benefits.
Lessons from best practice and indeed mistakes are fully embedded. This deepens trust between the coach and the players that everyone has the knowledge of what needs to happen in the future. That trust is integral to finding the confidence to delegate fully.
It provides a focus for skill work in the coming training sessions to eliminate the mistakes or grove the best practice.
It prevents the “elephant in the room” scenario whereby grievances and or frustrations around performance or personalities fester eroding the culture of the group and reducing trust.
If things need to be said and issues addressed, they are. People have the psychological safety to raise issues, deal with them and then the individual and the group moves forward united for the next challenge.
Reflection - How often do you review individual and team performance? Does the existing structure need an overhaul?
Reflection - Have you created psychological safety for your group? Remove the elephant and build the trust needed for delegation.
Delegation remains a challenge for so many of us, I hope these perspectives will prompt some helpful reflections to enable you to delegate more effectively.
When done well it truly is the ultimate win win. Your team are happy, feel valued, empowered and trusted. You as the leader feel energised and are able to lead an ever improving team forwards to new levels of performance.
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