Last month I talked about the power of taking intentional pauses, exploring simple strategies to help you work smarter and become more productive. Sometimes, no matter how much you try to improve your productivity the volume of tasks on the ‘To Do’ list can just keep mounting up, feeling like there are never enough hours in the day or week to get things done. Sometimes it’s only when things get this saturated that force you to consider delegating.
One of the most common reasons I come across for not delegating is thinking it’s easier to do things yourself rather than getting someone else to take on tasks. When you’re so busy, the thought of taking time out to explain to someone else what you want them to do can seem like an impossible challenge.
You may be reluctant to delegate an activity to someone else if you don’t believe the task can be done up to your standard. Particularly, if you’re a perfectionist, you’re likely to end up doing everything yourself.
Another reason that could be holding you back is not knowing how to delegate effectively. Maybe you want to delegate more, but you’re uncertain about how to monitor progress without micromanaging. It can be tricky to find the right balance between providing support and allowing autonomy.
As a leader there are significant benefits of delegating to others than just reducing the workload pressure building up on your ‘To Do’ list. Delegation allows team members to learn new skills and grow, by getting exposed to new tasks. It can also help build trust and motivation if employees are being trusted to take on more responsibility. Allocating tasks out to others could bring different perspectives and approaches, leading to increased innovation.
While the potential benefits of delegation are significant, putting it into practice can be challenging. The following six steps offer a structured approach to help you navigate the delegation process, from preparation to execution.
1. Set aside time to delegate: The first thing you need to do is stop. Hit the pause button to get yourself out of the busy spiral. Making time to plan delegation is a crucial step that is often overlooked. Schedule time in your calendar to dedicate to some thoughtful planning.
2. Identify tasks to delegate: Not every task should be delegated. It’s key to identify which tasks can be effectively handed off to others. You could start with less critical tasks that do not require your specific expertise or personal attention. While routine and repetitive tasks are often prime candidates for delegation, don’t limit yourself to these. Consider delegating tasks that offer growth opportunities for your team members.
3. Select the right person: Choosing the right person for the task is essential. This means considering the skills, experience and availability of the individual you’re delegating to. Also bear in mind the individual preferences and strengths, and that what you might find boring or routine could be engaging for someone else. The right fit ensures the task is completed correctly and efficiently.
4. Clearly define the goal: Good delegation requires clear communication. Start by explaining the ‘why’ behind the goal and what success looks like. Set clear expectations for the task to help avoid misunderstandings and ensure the person you’re delegating to knows exactly what needs to be achieved. It can be tempting to spell out exactly how you want the task to tackled, but overly prescriptive instructions could stifle creativity and make the person feel micromanaged.
5. Monitor progress and provide feedback: Once a task is delegated, it’s important to establish check points to monitor progress and provide constructive feedback. This helps ensure the task is on track and allows for any necessary adjustments to be made, and the person doing the task feels supported in what they are doing. Make sure the person is equipped with any tools or resources – consider the role of technology, such as tracking tools or collaboration software, to aid the delegation process.
6. Trust and let go: Delegation involves trust. Once you’ve delegated a task, it’s important to let go and trust the person to get on with it. Micromanaging can undermine the process and demotivate the person you’re delegating to. Trusting them to complete the task shows confidence in their abilities and can lead to better results. Use your agreed check points as the means of checking in and providing support if it is needed.
As you begin to delegate more, start with smaller, less critical tasks to build confidence – both yours and your team’s. As you all become more comfortable with the process, gradually increase the complexity and importance of delegated tasks. This approach allows for a smoother transition and helps develop a culture of trust and capability within your team. Don’t forget to acknowledge and celebrate when delegated tasks are completed successfully, as this reinforces positive behaviour and encourages future engagement.
While delegation might take more time initially, it pays off in the long run by developing team capabilities and freeing up leadership time. Planning upfront prevents miscommunication, errors and the need for rework. Remember, perfection shouldn’t be the enemy of progress – if you’re willing to accept that 80% is good enough, you’ll find yourself with one less task on your plate and a more empowered team.
Start your delegation journey today. Begin with one task this week, and gradually build your delegation skills. Your team’s growth and your reduced workload will be the reward for your efforts.
