Do you have a problem with delegation? You may know that delegating is necessary for efficiency and productivity, but yet something holds you back from handing off tasks and responsibilities to someone else.
Here are some ways that those who struggle with delegation rationalize why they “cannot” delegate more, and some perspectives that may help to let go.
“I’m worried that I will overload my staff – they’re working so hard already” Managers who are highly sensitive or empathetic may tend to withhold delegating because they just don’t want to push their people over the edge. So they become self-sacrificing and do too much themselves out of fear that if they overload their good employees they might get discouraged, burnt out or quit.
In reality, many people are under-utilized or not working as effectively as they could be. There are also employees who, despite their workload, would love the challenge of a new project which would give them the opportunity to learn new skills. The new challenge may actually energize these employees rather than de-motivate them, as feared.
“It is just quicker and easier to do it myself.” On occasion this may be true. However, consider the multiple times that are cumulatively keeping you from doing your higher priority requirements as a manager. There needs to be a point at which you decide to commit the time to teach someone else to do what you know and do so well.
Because you can practically do much of this in your sleep, you may become impatient or frustrated as the employee builds skills to get through their learning curve. So this also becomes a learning experience for you (patience, tolerance for mistakes or other ways of doing things), as well as for them (expectations, skills).
“Only I can do this in a way that it will get done right.” Many of us were raised with this adage of self-sufficiency: “If you want to get something done right, do it yourself.” This perfectionist mind set is valuable in many non-business situations, but in the workplace it prevents efficient work flow and employee growth.
Prior to being promoted to manager, your role may have been more task driven. Remember that as a leader you now have a different set of responsibilities that include less tasks and more strategy, oversight and development of others.
When you do not delegate, you deprive your employees of a learning opportunity, the chance to grow and build self-confidence. When you continue to do it yourself, you are sending the (unintended) message that you feel they are not competent or that you do not trust them.
Your employees may not do things exactly the way that you would, and your challenge is to let go and learn to be okay with that. It will ultimately pay off to be open about how the job gets done, as long as the end result is as required.
Define the expected result, give your employees the right tools and resources, then step back to monitor and offer support or guidance when needed.
In the end, your staff’s performance is a reflection on you. Invest the needed time and resources, then trust them to do well. This will add value to the organization, reduce your stress, and clear more of your time to be a strategic planner and people developer.
