Do you avoid delegating?
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.
Excuses used to avoid delegating
Why we avoid delegating
1. Delegating means failure
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.
2. Delegating will mean substandard work
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?
3. I will lose control if I delegate
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.
4. The job will take longer if I delegate
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.
5. If I delegate I won’t be rewarded
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.
Delegation as part of succession planning
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 on to 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.
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Morag Barrett helps leaders achieve outstanding results through the power of their professional relationships. She is an in-demand keynote speaker, executive coach, leadership expert, and bestselling author of three books: Cultivate: The Power of Winning Relationships, The Future-Proof Workplace, and You, Me, We: Why we all need a friend at work (and how to show up as one!).
Morag excels at helping leaders and organizations see the gaps in their development and discover new ways to move past them. A pragmatic ideator, she finds unique solutions to problems (usually through the power of connection). Her greatest joy lies in giving leaders the tools, encouragement, and resources they need to become the best authentic versions of themselves they can be.
- Has helped more than 15,000 leaders from 20 countries on 4 continents improve the effectiveness of their leaders and teams.
- Is the proud mother of three 6ft tall sons who can thoroughly beat her in basketball, but don’t stand a chance in Scrabble.
- Has been featured by Entrepreneur.com, Forbes, and The American Management Association among others.
- Spent three weeks at sea with a group of Estonian sailors.
- Prefers gin to scotch, despite having a Scottish name (it means “great” …and she is!).
- Is a member of the 100 Coaches organization formed by Marshall Goldsmith.
- Has more than 50 unicorn themed items at home (none of which she has bought for herself!)