Delegation: The Mindset + Methods
Delegation is not as easy as “just hand it off.” In fact the challenges around delegation are complex.
My friend and colleague Annalise recently posted about this complexity and the teeter-totter nature of how delegation can go wrong by dipping into micromanaging (too much) or disengaging (too little).
How do leaders get to the Goldilocks (just right) balance of delegation?
It takes both a Mindset shift and commitment to Methods that support it.
The Mindset Shift
Leaders often have underlying needs—sometimes competing and unacknowledged—that get in the way of delegating. They sense they will pay a price both if they don’t delegate AND if they do.
Here are 3 needs that can stand between us and getting the monkeys off our backs:
Need to be liked
Underlying belief: If I add more to my peoples’ plates they’ll feel burdened and resent me/not like me.
Impact: People pleasing and approval seeking will keep stuff on your plate and will rob others of the opportunity to learn and grow.
Need for control
Underlying belief: I’ve done this thing well for many years; my reputation and identity depend on it. And, I can’t let go of the satisfaction that comes with doing it.
Impact: Micromanaging your people will annoy them and rob you of the opportunity to get out from under the tacticals and on to the strategics.
Need to be right
Underlying belief: I’m the leader so I need to have all the answers and solve all the problems. I know the endpoint and all the steps to get there and it’s my job to share them.
Impact: This leaves nothing to the imagination of your people which keeps them dependent on you and stagnant in their growth. It’s unfun for them and means you’ll work harder.
The Shift
Building your mindset muscles takes intention and a bit of practice. Start with these simple steps:
Notice what may be getting between you and delegation:
How are my needs for approval, control and being right driving my behavior?
What cost am I paying for these behaviors?
What would happen if I reframe delegation as a source for growth and engagement (both for me and my people)?
As you move into November pick one thing you do that someone else could do at least 80% as well as you — something that would bring you space and relief as you close out the year.
The Methods
Here are two crucial structures that make delegation stick:
Make clear requests
Clear requests are… well clear. When you delegate something to someone, confirm you’re on the same page:
What does ‘done’ look like to you?
By when will it be done?
What support do you need from me?
Track progress
Agree on how you will track progress and stick to it. When you ask if the project is on track and they answer, ask: “How do you know?” This gives you the real scoop on their progress and an opportunity for on the spot problem-solving, if needed. Ask how you can support them and let them tell you.
Delegation often feels like more work than just doing the thing ourselves. But we pay a price for this—stifling both our peoples’ growth and our own. So try it. Let one thing go and see what happens.
More resources on delegation:
The One Minute Manager Meets the Monkey, by Kenneth Blanchard