5 Excuses We Use To Avoid Delegating
Learning to delegate is a key skill for new managers. We know we should be delegating, so why don't we do it? 5 excuses for why we don't delegate
Some organizational problems have deep roots. The inability to delegate is a perfect example. I continually hear from managers and leaders who struggle to ‘let-go’, who don’t (or won’t) delegate and want to get better at delegating to their teams. However, it would appear that delegation is easier said and done. Many managers seem to believe that they know better. For one reason or another, they cling to all decision making – they avoid delegating at all costs.
To an outsider, the need to delegate seems like a no-brainer. Many hands make light work. We’re taught this from our childhood. The odd thing is that the art of delegation seems to be something that either comes naturally or doesn’t happen at all. In most cases, there is a propensity to avoid delegating.
Why we avoid delegating
We’ve convinced ourselves that the act of delegation represents a failure on our part. This comes from a false idea that you ought to be able to do it all. In your mind, the inability to do so, no matter what the reason, is the result of some deficiency; and so to delegate is to concede defeat. In other words, you only delegate because you can’t cope with your workload.
The truth is that you can’t do it all. That’s why you’re a manager. It’s your job to manage others as they do what they can; so stop beating yourself up over it. Count your blessings. The fact that you have someone to delegate it to and the authority to do so means that even your organization recognizes that that’s what is required.
The quality of someone else’s work will be substandard when compared to yours. You may imagine that no one can do the job as well as you can; and as you’re still responsible if it isn’t done right; you decide that rather than take the risk, you’ll do it yourself instead. Of course, because you can’t do it all, you slip dangerously behind; and so not only does the quality suffer, you risk destroying your career as well as your health.
The truth is that when you do get sick, then there’s no one else who is in a position to take on the work that is unfinished. This makes you look even more incompetent. It’s worth thinking about your legacy, too. Do you want to be remembered for training people who could keep your part going in your absence, or because they floundered because you failed to teach them how?
Not only do you see yourself as a failure if you delegate and prove that you are when you, as the bottleneck, you keep work from being completed, but you’re convinced that if you do give someone else the job, then you’ll lose control of it.
The truth is that you must relinquish some control in order for people to grow. It’s like leaving the training wheels on your kid’s bicycle so that he won’t ever fall over. And just as in that situation, you are trying to micromanage the process. Everything has to be done but done your way.
There’s also your false belief that it will take as long or longer to explain how to do it as it will to do it yourself. Let’s say for the sake of argument that you’re right. The question is not, “Can you do it?” Instead, it’s “Is this the best use of your time?” As a manager, there will be many things that you can do. You may be able to do much of what your subordinates do; but if all you did was that, then there would be no reason for you to be a manager.
If you’re determined to do it yourself, then do yourself and your organization a big favour. Go down to the HR office, tell them that you’re sorry to bother them, but that you’re not cut out to be a manager. If, however, you believe that you are a manager, then a good question to ask is, “How could I use delegation as an opportunity for one or more people in my charge to grow?” You should always be looking for ways to make this happen. Then you can celebrate together when they succeed.
The last excuse is that the organization won’t reward you if you delegate. Very likely, this will be the case; especially in one that has a lot of hierarchy. The public sector is a good example of this. It’s still an excuse, however, so it doesn’t let you off the hook.
Think of delegation as part of your succession planning. You’re teaching those you supervise how to accomplish more; how to go beyond their job description; maybe even to fulfil some of yours. It may seem counterintuitive, but the faster you train your replacement, the sooner you can move onto other things, even if they’re within your same job. That’s because it’s only by doing so that you’re able to demonstrate that your managerial capabilities exceed your current responsibilities.
Morag Barrett is a sought-out leadership & executive development consultant, professional speaker, and author of Cultivate. The Power of Winning Relationships. Her second book, The Future-Proof Workplace, co-authored with Dr. Linda Sharkey was named Best Business Book of 2017 by Soundview Executive Book Summaries.
As the founder and CEO of SkyeTeam she partners with and speaks for a diverse range of clients, including Google, NTT Security, Charter Communications, The Society for Information Management and Ultimate Software among others. She has contributed to Entrepreneur.com, and CIO.com and has been featured in Business Insider, Inc and Forbes among others.
Morag was recently selected from more than 16,000 to join the Marshall Goldsmith 100 Coaches Group. 100 Coaches are highly accomplished and compassionate people, each one committed to using their talents to make good people and organizations better. Together, the 100 Coaches create a unique spectrum of talent including the world’s leading executive coaches, consultants, speakers, authors, iconic leaders, entrepreneurs and non-profit leaders.
Morag holds a master’s degree in Human Resource Management from De Montfort University, UK and received the Senior Professional in Human Resources (SPHR) designation. She’s a recognized business coach for the Corporate Coach University and is a Chartered Fellow of the Chartered Institute of Personnel and Development in the UK.
When not at work, Morag can be found sailing with her three sons, playing the bassoon for the Broomfield Symphony Orchestra, or ballroom dancing.