23
Nov 2015
Delegate to Develop
Many of my coaching clients wrestle with delegation. Their jobs are getting bigger and as they become more senior, delegation is imperative or their workloads become unsustainable.
I view delegating as an investment in the other person’s development, and as my first payment into the longer term reward of having less on my plate. When I am really busy I have to keep in mind that while delegating seems like more work (and often is up front) there is a win-win payoff in the longer term. When I step back to look at the bigger picture and priorities, I am reminded that developing people is a high priority. That said, on a day when I am really busy, it is tough to take the time to delegate. Looking at delegation as an investment helps me make the time.
In my first management role, I learned that most of the tasks I needed to delegate could be divided into two categories:
- Things that must be done a certain way – e.g., because of the law, organization policy,
or a client’s instructions - Things that can be done in a number of different ways
In my experience, a few things fall into that first category and must be clearly explained to ensure the success of the person to whom I am delegating. There are many more things that I do a certain way but could be done other ways. For tasks in this second category, I can set up my team member for success by sharing my suggestions and advice, but not requiring she take a certain approach. This distinction allows the person to take ownership in a way she can’t when I tell her exactly how to do a task.
Consider if your delegation would improve by thinking through how you would sort what must be done in a certain way versus what can be done in a number of ways for the task you are delegating. It is a bit like sorting laundry into whites and colors. Next, share the two lists with the people you are helping to develop.
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