ARE YOU MAKING A COMMON MISTAKE?

Are you making a common mistake when it comes to delegation? Instead of freeing up time and energy, you are more involved and frustrated?

One of the extreme consequences of incorrect delegation is micromanaging. Doesn't feel connected, does it? Let's explore it through a specific example.

Let's say John, who is so used to doing things himself, and doing it well, starts practising to let go. He has the best intentions and wants to delegate. He creates a list of things he can definitely pass on. Based on his team structure, he starts to assign things. Now, one of two things can happen.

Based on the importance and complexity of the task, he delegates to individuals who have the most experience or is senior/junior.
He reflects on each person's strengths, workload, and skillset. Based on this, he delegates.

John, like most managers, will go the first route. Why? It is easy; there is an assumption that a person of so and so title 'should' be doing more, taking on more or perhaps this task 'should' be done by someone in a specific role. When they don't do it as well as John would like them to, there is a mismatch in expectations and perhaps understanding. There is frustration on both ends. Because John wants things to get done, he starts to micromanage. The result? Stress, confusion, frustration. What does this do? It affects the relationship, and maybe the work doesn't get done as well as he wanted it to be in the first place.

But imagine if John took some time to assess his team's strengths and skillset. He knows the team intimately (or consults his direct reports) and assigns tasks not based on seniority or what they 'should' be doing, but rather who is best suited to take it on. The result? There is increased ownership, empowerment, things get done, and dare I say, the teammate feels recognised and satisfied!

Let's take an example. John assigns a task to a junior person, Liz, who is driven, meticulous and does things well once given something. John delegates to her a job that is aligned with her strengths. Liz is excited by this opportunity as she knows she can do it well. Liz now has the opportunity to shine, get the visibility that she didn't have before, and maybe even become the go-to person for things John didn't even know he could rely on her to do. You can guess the trajectory of this employee from here. Because John is happy with her, he is likely to be more interested in teaching her, giving feedback on how things can be done better, perhaps relying more and more on her. He would likely trust her to get things done. All this because he delegated right.

Hence, when it comes to delegation, it is so important to take a moment to reflect and decide who is best suited to take tasks on. Who will get it to the finish line in a way that supports and propels the business forward.

Now don't get me wrong, there are certain things we will always have to do because of the position we are in or the role. This isn't about those things. It's about understanding how, as managers, we can start to move into a leadership mindset where we continuously assess the team, their strengths and growth plan, the business needs, and make all decisions, including delegation, keeping the end objective in mind, i.e. business and people growth.

Now that you understand this, how does aligning strengths and skillset to responsibilities change things for you and your team?

If you need additional support in shifting your mindset, remove whatever is in your way so you and your team can thrive, and delegate effectively by empowering your team and creating time and space for yourself, I have just the solution for you. In just one powerful session, you can go from icky to yippee! Ready to thrive? Book a session here.

I would love to know what came up for you while reading this blog. Get in touch and let me know!

Love,

Tasneem

Categories: : Delegation, Leadership, Management, People manager