Strategic Delegation: The Art and Skill of Letting Go

Last week we talked about prioritization. Specifically, the distinction between urgency and importance, and how most of us lean into the former while sacrificing the latter. We like the short-term dopamine hits that come from immediately answering emails or tackling newly-assigned to-dos. We know the more time-intensive activities, the ones that yield longer-term results, are important - but it’s easier to complain of “not enough time” than to be intentional about how we use our hours and minutes.

When I hear “I don’t have the time,” or “I ran out of time,” what goes unsaid is “I didn’t prioritize ___” or “I didn’t want to do ___.” (Let’s own our decisions.)

Today we focus on a critical time optimization technique for leaders at all levels - delegation.?

“But I’m an individual contributor! How can I delegate?” Fear not. To delegate is “to entrust to another” or “to assign responsibility or authority.” Nowhere does Merriam-Webster stipulate that the recipient of the trust, responsibility, or authority must be a direct report.

At pivotal points in your career, others delegated work to you. They let you create a report, attend a meeting, or deliver a presentation. That creation, attendance, or delivery led to more chances to demonstrate your value and deepen your expertise. Soon YOU were in charge of those reports, meetings, and presentations - and those that delegated had moved on, up, or out.??

If you want to expand your skills, extend your capacity, and elevate your role, you must create time for new learning and opportunities. If there are tasks on your list that must be completed, ask yourself - does it have to be ME completing them? If not, learn to delegate - as did those who helped you get to where you are today.

Here are three things to launch you on the path.

WHAT can (and should) you delegate?

• What “work” (tasks, activities, meetings) is on your plate – daily, weekly, monthly, quarterly?
• Is this work that can (or should) only be done by you? If so, why? (Really think about this…)
• What do you like doing? Dislike doing? What do you delay/put off? (There might be others who are motivated by work that you find disheartening…)

WHO can do the work?

Direct reports, peers, cross-functional colleagues, contractors - get creative and explore:

• What’s their current level of task-specific knowledge/experience?
• What have you observed about potential/eagerness/ability to learn new tasks?
• What’s their workload? (Be careful to not delegate to the same few…)
• What knowledge/training will they require, in what format, and from whom??
• Do they have the relationships to complete this task? If not, can they build them effectively?
• How does this task align with their development plan/career aspirations?

HOW can you facilitate the transition?

Provide context:?

• Why are you delegating the responsibility or task, and why to them?
• What is the significance of the task or responsibility (big picture)???

Set expectations:

• What must be achieved and by when?? Who else might need to be consulted/advised?
• What does success look like and how will it be measured?
• What kind of follow up/milestone check-ins should occur and when?

Discuss support:

• What do they need/want?
• What is your role and optimal approach?
• How hands-on or hands-off can/should you be to achieve shared outcomes?

Wrapping up.

Leaders are honed by experience and time. At each turn in your professional pipeline you must let go of old ways and acquire new skills and mindsets. Like learning how to delegate. Get good at this and you’ll find yourself having more time for what’s important - for you, the team, and the organization.

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Tina is founder of WorkJoy , helping leaders at all levels prioritize what's important through executive, intuitive, and team coaching solutions. Contact us to learn more about how we can partner - we'll make it worth your time.