Executives: Does your approach to delegation mirror the mule’s?
Managing staff, responsibilities and endless work tasks can prove heavy loads to carry. Shoulder everything like a mule – the beast of burden – and you risk procrastination and obstacles that affect you and your staff.
Delegation is a necessary element of management and team building – implemented correctly and your job will be infinitely more productive and successful. Another huge positive is that your staff will feel valued and trusted.
Given that it’s a win/win situation for everyone involved, it surprising that so many executives find delegating such an ordeal.
- Is the threat of being accountable for others’ mistakes too much?
Whilst tasks and duties can be passed on, the responsibility for such cannot. As manager, the buck will always stop with you if they do something wrong. Whilst risk is a consideration, it shouldn’t be the issue – staff can be trained and their skills developed to reduce risk considerably when delegating tasks.
- Does checking the work of others or giving staff tasks put you outside of your comfort zone?
It takes all sorts to make up the human race, and also the wealth of managers at work across various organisations. For some leaders, it’s preferable to be ‘one of the team’ and hands-on, helping to carry the workload, simply because they feel more comfortable doing so – laying the law down and checking the work of others isn’t something they relish. As with any new skill, this gets easier with practice.
- Do you believe it’s just easier to DIY?
Those resisting delegation may feel that it’s just quicker and easier to get on with the task in hand themselves. This is a very short-term view and the situation will continue to arise; if your staff don’t get to tackle such duties, how will they ever improve or speed up? Leadership coaching shows managers how to lead, not take on everything themselves. In the long run, everyone benefits.
- Does the issue of delegation threaten your pride?
Another cause for a block on delegation is a fear that your staff may carry out the task better than you. Keeping such duties under your belt inflates this sense of necessity and importance, despite rocketing workloads and stress levels. Not only is this a destructive, negative belief for you to hold, it ultimately affects your staff too, as they never get the chance to develop. Emotional intelligence involves recognition of your strengths and weaknesses as a leader, and that asking for help is not admitting failure.
Delegation is as necessary in any organisation as the food chain, because without it, staff are starved of progressing their potential – the manager included. Bottlenecks occur, productivity and efficiency are affected and it proves more expensive to have managers carrying out tasks that could be passed on to their team.
Neither is delegation a threat to a manager’s status; continual development and achieving increased efficiency helps team building. Their unified success will reflect on the manager.
Do you identify with the mule, or is delegating, to you, like water off a duck’s back? Do you need leadership coaching or management coaching to help you share your workload and your success? Contact me on 01302 220221.
Look out for my next post where I’ll explain how to implement effective delegation, step by step, and what to avoid.
- Posted in: Emotional Intelligence ♦ Executive Coaching ♦ Leadership Coaching ♦ Management Coaching ♦ Team Building
- Tagged: confident delegation, delegation, effective delegation, efficiency, emotional intelligence, executive. effective leadership, Leadership Coaching, long-term strategy, Management Coaching, mental block, mule, procrastination, skills, staff development, team building, training