| “It is easier if I just do it myself.”
“It is quicker to just do it myself”
“If I want it done right, I have to do it myself?”
Have you ever said these statements? I’m guessing you have. I had two conversations last week that were started by comments like those above.
Today I want to talk about delegation. Below are some bullet point thoughts that I have learned and/or experienced about delegation.
The challenges of delegation
+ It is hard to do.
+ Initially, it is easier not to delegate
+ It takes time.
+ It can be hard to find someone who can do the things you do at the level that you do them at.
+ You can feel more in control…when you control EVERYTHING!
The benefits of delegation.
+ It saves you time in the long run
+ You actually develop people by delegating to them
+ It frees you up to do the highest leverage activities
+ It allows you to have some balance
It is important to have a framework for delegating. I totally understand that there is nuance to each and every situation…and delegating is not as easy as we often make it sound. But, if you have a plan and have a commitment to delegation, it can be a game-changer for your program or organization.
There are five aspects of delegation that I want to work through:
Delegate appropriately
Delegate slowly
Delegate authority
Delegate to develop
Delegate to have a life
Delegate appropriately. Who you delegate to matters. When my family goes on trips, I will ‘delegate’ some of the driving to my wife Cherice. It would be foolish, unwise and irresponsible to delegate some driving duties to my 15-year-old daughter.
If you are delegating to someone who is not fit for the work, you are setting both that person and yourself up for failure.
Delegate slowly. There is a difference between delegating and dumping. In my experience, way more dumping happens. The mindset of “If I want things done right, I have to do them myself,” is often a byproduct of dumping.
Example: The leader tells an employee to do A,B, & C. He/she might give the employee a two-minute crash course then let them get after it. When the leader gets the work back, it is incomplete or not done well…and the leader thinks it’s the employee’s fault.
Give them clarity of what is expected. Take time to explain how to do it. Then check for understanding. Don’t assume they know.
It is also wise to delegate in part. For example: If you are wanting to delegate everything that has to do with a campus visit, break it up into smaller duties and delegate several items to your assistant. Maybe you have them set up a meeting with admissions and set up the meal in the cafeteria.
If you dump the whole visit on them and you expect them to set up a meeting with admissions, set up the meal, give the tour, make the scholarship offer, set up meetings with a few current players, get the locker-room staged, etc. something is bound to go wrong. You can eventually get to this point, but starting there is unwise.
Delegate authority (not just tasks). I actually think it is okay to start with delegating tasks but you must be moving towards delegating authority. If you just delegate tasks, the employees/assistants will eventually feel frustrated.
I think it is wise to operate by the philosophy that trust earns freedom or trust earns more rope. The better they do initially, the more authority you can give.
When you give authority, the buy-in increases.
Delegate to develop
Leaders stunt the development of those under them when they don’t delegate. The best way to develop people is to give them duties and ownership of an area. Development is best done by getting people ‘in the game’ not just by having them watch ‘the game’.
Delegate to have a life
I have seen leaders who over-work while their assistants under-work because the leader can’t/won’t delegate. This causes burnout, frustration, and overwhelm.
EVERYONE (including yourself) needs you to delegate!
*Note to assistants/employees: Ask for feedback. After something has been delegated to you and you actually ‘run the play’ loop back around with your boss and ask him/her “What do you think went well, and what do I need to improve on?” |
