Are You Carrying Too Much?
We've all been there - crunch time at work, a towering pile of tasks, and a team standing by while someone who could delegate insists on doing everything solo.
This is the portrait of a typical workplace blunder: the failure to delegate effectively.
A study by the Harvard Business Review found that 30% of managers think they can do the job better without delegating, while 20% do not want to give up control.
A recent experience left a deep impression on me. In one of his first meetings with the leadership team, a new CEO looked straight at them and said: "You are more empowered than you think you are."
He repeated it to emphasise, "You are more empowered than you think."
It was direct, to the point, and incredibly liberating.
His message was unambiguous: trust in your abilities and make decisions; I trust in you; I delegate my perceived power. It resonated with me, and it will always continue to do so.
How to Recognise If You're Failing to Delegate
You might now think, "Is this me? Am I a poor delegator?" or conversely, "This isn't me. I'm an excellent delegator!"
Here are some tell-tale signs to check:
Reasons for Not Delegating
Fear of Losing Control
Many people fear delegating because they feel they're handing over control. They worry the job will only be done right if they do it themselves. You might consider it the "If you want something done right, do it yourself" mentality.
Perfectionism
Perfectionism is another frequent reason, closely tied to fear of losing control.
Perfectionists have high standards, making it hard for them to trust others with tasks. They often think it's easier and quicker to do it themselves rather than spend time explaining it to someone else. So it becomes a matter of perceived quality.
Guilt
Believe it or not, some managers feel guilty about delegating. They think they're overloading their team, so they shoulder the burden alone.
Lack of Trust
Some people don't delegate because they don't trust their team's skills and commitment.
As one manager once said, "Why have a dog and bark yourself?" I'm not sure if they were insulting me or not, but it certainly stuck with me.
Perceived Self Value
Some believe they'll protect their role if they are invaluable to an organisation and harbour knowledge or skills.
Well, I'm afraid there isn't such a thing as being 'too invaluable'. As Charles De Gaulle once famously said, "The graveyards are full of indispensable men".
Dangers of Not Delegating
Failing to delegate is more than a personal issue. It can affect the whole team or organisation if it isn't managed.
The impact can actually derail a project or delivery, creating considerable risk.
Burnout
The most obvious danger of not delegating is burnout. Overworking leads to stress, exhaustion, and health problems, not just for the individual but potentially for the whole team.
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Missed Opportunities for Growth
If leaders don't delegate, they rob their team members of the chance to develop new skills and increase their knowledge, stunting the team's and the organisation's growth.
Bottleneck Issues
Tasks can get stuck at one level, slowing processes and causing delays.
A person may argue that it will be more efficient in the short term, but can damage the company's productivity in the longer term.
Lower Morale
Lack of delegation can lower a team's morale.
Employees who feel their abilities need to be more trusted may become disengaged and demotivated.
I've watched capable people sit on the bench, desperate to get into play but never given the opportunity, stagnating skills-wise and losing confidence in themselves and the organisation.
Navigating Delegation Issues
When presented with the challenge of leading individuals who are reticent to delegate tasks, here are a few strategies that can be utilised.
Clear Communication
As the renowned author Stephen R. Covey suggested in "The 7 Habits of Highly Effective People," "You have to water the flowers you want to grow." Could you initiate an open conversation highlighting the importance of delegation?
Some individuals may need to fully comprehend how their reluctance to delegate impacts the team and the broader organisation. It's an awkward conversation nobody relishes but a critical one. The long-term damage to an individual or organisation by not having it is too much.
Delegation Training
Richard Branson, founder of the Virgin Group, attributed much of his success to his aptitude for delegation. He eloquently stated, "The company must be set up so it can continue without me."
Could you organise sessions that emphasise delegation methods?
People may be reluctant to delegate because they don't understand how to do so effectively.
Build Trust
Fostering an atmosphere of trust within the group can stimulate creativity and innovation.
Google famously allows its employees to dedicate 20% of their time to personal projects, demonstrating a high level of trust and delegation that has resulted in revolutionary products.
Deliver Constructive Criticism
Provide beneficial feedback regularly, guiding individuals in understanding the consequences of their actions and areas for improvement.
One-to-one meetings are the perfect forum for this kind of discussion. It can be more difficult in a project as you aren't usually the line manager of someone, and handling their behaviours might not be directly down to you. Still, open communication and support are always an option in some form.
Establish a Mentoring System
Leadership expert John C. Maxwell emphasised delegation through his "Law of Priorities", teaching that leaders understand that activity is not necessarily accomplishment.
In light of this, consider implementing a mentorship initiative that encourages effective delegation and prepares team members to shoulder greater responsibilities.
Mastering the art of effective task delegation is a crucial leadership skill that requires consistent practice.
By creating an open communication, trust, and mentorship environment, we can help individuals delegate tasks more efficiently, fostering a balanced and productive work environment.