How To Get Rid of Delegation Guilt!

Hello, LinkedIn! Welcome to The Decision Doctor? Is In! Every two weeks, we’ll explore what it takes to lead well in the most critical moments. I’m so glad you’re here.?

If this is our first meeting, you can learn more about me and my work here.

Executives, leaders, and managers often report being strapped for time—overscheduled, stressed, and just plain over it. Despite deep dissatisfaction with their workload, many leaders resist making changes that would improve their situation. Even talented, intelligent leaders get stuck because they don’t see delegation as viable; some even think of it as cheating. That’s a shame because when managers hoard responsibilities and authority, they deprive others of opportunities for growth and end up without a viable successor.

Leaders avoid delegating for various reasons, not just because they may feel guilty . Sometimes, it’s a lack of trust in others or a belief that it would take longer to teach someone else. However, delegation, done right, is a game-changer and not just for the person giving tasks to others. CEOs who demonstrate exceptional delegation skills achieve a 33% increase in revenue, and employees on the receiving end of delegation are more likely to ask for feedback and advice proactively.

“If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.” - John C. Maxwell

To succeed with delegation, of course, it is vital to choose someone who is:

Sound: They should be motivated by a strong sense of achievement and responsibility,

Ready to Learn: If the circumstances permit, choose someone who “isn’t quite ready.” Make sure that intolerance for iteration doesn’t interfere with seeing tasks or projects as superior learning opportunities.

Eager: They should be willing and keen to take on new challenges.

Accountable: Ideally, they should be able to take credit for successes and responsibility for mistakes, which inspire others to offer guidance, mentorship, and encouragement.

However, choosing the right people is only part of the equation. Many leaders unwittingly drop the ball once they decide who will receive what delegation. Promises like “I’ll support you” or “I’m here for you” are too vague to have much traction. Set up a check-in date and time, and remember to be a teacher, not a preacher, when it’s time to meet.

A few things besides “who” will help you succeed.

Be Clear About Your Objectives:

Your vision of success may be clear to you , but it might not be so obvious to others. Answering this question before you delegate will vastly improve the outcomes: “What needs to be different?”??

Consider Organizational Context:

Does your organization already respect and trust the person you’re delegating to? If the organization has already granted them credibility, that would be great. If not, you need to let others know why you chose them. Visibly and clearly endorse your delegate and be clear about how others are expected to engage as the work progresses.

Don’t Be A Control Freak:

It’s unlikely that your delegate will do perfect work right away. Refrain from rapid judgments and, by all means, avoid stepping in and taking over. Reneging on authority or decision-making offers temporary relief, but it teaches people that your delegation is insincere. That isn’t what you want people to learn.??

Effective delegation benefits everyone involved—the leader, the delegate, and the organization. It fuels the organization’s capacity, which is the job of every leader. As a bonus, the psychic rewards of watching others learn and grow are tremendous!

My fascination with how people make decisions continues unabated. When I realized that I wanted to share how super smart, successful people make decisions in the wild, I launched a podcast. The Decision Doctor? , available on Apple Podcasts, Spotify, and other major platforms