What is it about delegation?
Delegation has so many benefits and is a vital part of effective working, so why do we have such trouble doing it?
I guess as humans we generally don’t like change. As your role or business changes, are you slow to adapt what you do? If your business has grown or you have been promoted, your role will become more strategic. You will be looking at planning for the future and working out how you will get there, as opposed to dealing with the day to day. But if you’re entrenched in the day to day, you will have little opportunity to stop and consider the future. The busier you get dealing with managing others and doing the day to day, the more difficult it will become to clearly set your direction. Work life balance goes out the window and it’s likely stress levels will mount. This is not the only disadvantage with failing to delegate. You might find it difficult to focus and productivity could fall.
Few people would think that this is a good way to work, so why do so many of us do it?
Why do we fail to delegate?
From coaching business leaders and senior people in organisations, the root of so many challenges is failure to delegate. But why don’t we delegate when the benefits are so clear?
About asking others to do the things you are no longer doing. You want to be seen doing the day to day tasks so that the team feel you too get stuck in. But hang on, think back to when you had a manager – did you expect your manager to do everything? Or did it frustrate you when they didn’t delegate and insisted on getting involved in everything?
Fear of abandoning the team
“But if I don’t work with them, they will feel I have abandoned them.” So often the reasons why we do things is down to belief. When I hear a statement like this, I ask if this statement is based on any evidence. Most of the time, there is no reason to believe this. If your team feels properly trained and supported, it is unlikely they will feel abandoned.
Fear of losing control
If you delegate, you won’t know exactly what’s going in every area of the business. It’s worth asking yourself how much control you will have over the bigger picture and strategic aspects of the business if you don’t take time to focus. Which is more important for you to get involved in?
Belief it’s easier to do it yourself
In the short term, perhaps. It takes time to explain, to train, to ensure they’ve understood. But what happens in the longer term? Taking time in the short term to delegate will bring rewards in the longer term.
Lack of trust
Others wont do as good a job or won’t do it “like you do”. Ask yourself if this is true all the time? It is true that no-one else will do it exactly as you do. But you may not actually be doing it effectively. Others may have better ideas of how to approach a task. Be open to how others work and see that you too can learn from them. It’s also important to ask yourself how it might feel for a team member to have a controlling boss? Will they feel trusted? If not, what sort of impact could this have?
Bad experience in the past
One difficult experience with a team member/ employee shapes all else. Have there been good experiences as well as bad? We tend to hold negative experiences in our minds for longer than good ones. Try and shift the focus to the good experience. It might be helpful to ask yourself what you can learn from the bad experience and how you can move on.
Fear of not being needed
What will happen when you’ve delegated much of your work? Will you be a spare part? Will you go too far and delegate yourself out of a job? What is the true likelihood of this happening? Or is it more realistic to see that you will take on different responsibilities that are vital for your business or career development (as well as your sanity)?
I was recently coaching the CEO of a charity. He was overwhelmed with work and stress. We started looking at why. He operated an “open door “ policy for staff which meant staff were free to walk into his office whenever they had a query or problem, or just for a chat. He did this because he wanted to be seen to be part of the team and be up for getting stuck in just like them.
I find it impossible to focus on the bigger more strategic tasks as I just don’t have the time and am constantly being interrupted.
He considered how he might reduce the interruptions.
I don’t want to discourage staff from sharing their problems with me, I want them to feel supported.
On further discussion, he came to realise that he feared not knowing every little detail of what was going on. There was a certain amount of fear of losing control.
To cut a long story short, he realised that this way of supporting others and getting so involved was affecting his work. He decided to speak to his staff and explain that he wanted to support them, but that he would make himself available for certain times of the day. He also discussed how some of the more experienced members of the team could be first points of contact if there were problems. He trialled this and found that staff were very happy to discuss problems with other members of the team before coming to him if something couldn’t be resolved (which was rare). The more experienced members of the team were actually pleased with the increased levels of trust he had shown in them. He found he was approached less frequently with queries and could focus on his own work, which reduced the stress levels considerably. He felt like his work was having more impact and this in turn helped him enjoy the work more.
Could you delegate more?
Ask yourself if you could delegate more? If the answer is yes, what can you start doing now that will set you in the right direction?
If you’d like to discuss coaching or delegation, please email me firstname.lastname@example.org