Many leaders and managers are suffering under the illusion that they are the only ones who can really get the job done.
In my coaching 1-on-1’s, I often hear from managers who really feel like they can’t trust the people they’ve hired to do the work.
“When I give work to Andrew, I never know when it will be done.”
“When she’s planning an off-site, Jennifer just doesn’t think of all the things that I think of.”
“Sometimes I wonder if Max is just too afraid to ask questions – he saves it up until our bi-weekly 1:1’s causing huge delays.”
Indeed, people are promoted into management because they are good individual contributors. So they probably ARE good at the tasks they are afraid to delegate. The challenging part of management is actually letting go of the work you do well – and empowering other people to carry it forward successfully.
But how?
The obvious answer is delegation. But this can often go wrong.
Delegation goes wrong when too little attention is given to gaining clarity with your direct report. Insufficient alignment leads to poor performance. Poor performance erodes trust. A loss of trust and fear of giving critical feedback can lead managers to take back the work they should be delegating. Taking back the work leads to working on the weekend. Which in turn leads to burnout, resentment and overwhelm.
So I often ask my coachees to indulge me in a physical metaphor.
“Take your hands,” I say, “And tuck them under your butt….like this. Now that you are sitting on your hands – we can get to work.”
Delegation
“The Art of Allowing Other People to Do Work You Could Do Yourself…But Shouldn’t”
I designed this worksheet to help leaders and managers who suffer from the inability to delegate. The worksheet can be filled out together with your direct report or prior to meeting with your direct report. Or you can simply use the worksheet to guide your conversation.
It is built on the five W’s of delegation (Who, What, When, Where & Why) plus a little bit of How.
- Who is responsible for the work? Who will approve, consult or be informed?
- What does done look like?
- When is it due? When should we check in?
- Where should I look for resources?
- Why is it important? Why are you delegating it to this person in particular?
- How will we stay connected and make decisions along the way?
It is designed to get you and your direct report on the same page – so that you can have a collaborative discussion and get completely aligned about what needs to happen. Additionally – it allows you to keep track of what you have agreed on so that you have something to refer to when giving (and receiving) feedback.
Delegation is the art of allowing other people to do work you could do yourself…but shouldn’t.
It is sitting on your hands.
Letting go.
And building trust with others.
And doing all of this, so that you – leaders and managers – can enjoy your evenings, weekends and vacations. Knowing that the work you can do (but shouldn’t) – is in good hands.
Let me know how it goes!
PS. If your boss really needs to read this – but probably won’t – no fear! We’re going to be sharing a second document for you in two days. It will be focused on managing up using the Art of Gathering Requirements.