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The Art of Delegation
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Dr. Maynard Brusman - Emotional Intelligence & Mindful Leadership Dr. Maynard Brusman - Emotional Intelligence & Mindful Leadership
San Francisco, CA
Monday, October 10, 2022

 

The Art of Delegation

An alarming number of leaders suffer from the sensation that each day they are losing ground, unable to stay in front of the wave of overburdening workloads, deadlines, and expectations. The toll on productivity, morale, and health often goes unrecognized until a crisis hits.

Equally alarming is that in some cases it is self-induced. Many leaders take on assignments, unnecessarily retain work, or fail to delegate when the opportunities exist. They forego vacations or real time off. Granted, in this do-more-with-less culture, leaders may have fewer resources, but overworked managers often fail to understand what true delegation is and are unable to delegate even when they do.

Leaders who don't delegate suffer from an inability to manage, as desperation becomes the norm. The added stress and anxiety flows from the leader's desk to the staff, and sets the entire organization on edge. Conditions around the team worsen as attitudes, engagement, efficiency, and profitability degrade.

Many leaders view delegation as a sign of weakness, an inability to handle the job, something done out of desperation. However, delegation is a strategic tool used by wise leaders to make the most of available manpower to clear tough obstacles. Learning to delegate offers leaders relief and equips them to manage at their best, which is ultimately best for everyone.

Categorizing Work to Delegate

If piles of work are spilling over on your desk, your last thought might be how to redistribute some of the work, but this is exactly the thing to do. Do it while you still have some clarity of mind and grasp of the projects at hand. Skillful delegation builds team unity and accountability, as people pull together to achieve a goal and help each other get better.

The baffling issue may be where to begin. The pile of work looks overwhelming. The first step is to categorize and separate it into two groups: one that cannot be delegated and another that can. As a leader, you certainly have assignments or tasks that must be handled at your level with your experience, connections or authority.

However, many leaders are surprised by the amount of work on their desk that can be handled by lower levels. Some of it may be busywork, manual-type of work, revising work that has already been done or tasks that can be done with the experience and skills of a staff member. This is the group of tasks that are candidates for delegation. Will it take a sizeable investment of your time to sort through your piles to make these determinations? Of course, but you will find the investment well worth making.

Workload priorities must also be taken into account. As Jayson DeMers, CEO of AudienceBloom writes in an article for Inc.com, develop a priority system for tasks. What is essential and what can wait? Delegating hotter projects may give you enough time to catch your breath and resume a more normal routine sooner than you think. Another tactic is delegating simpler, quick work and allow yourself to tackle the more complex with better focus.

Seasonal businesses offer experienced leaders some predictability to periods of higher expected workload, so it pays to make other staff members available for delegated tasks based on a calendar. Plan for those before the rush hits.

Releasing Control

Some leaders misunderstand the nature of delegation. They believe they can wash their hands of responsibilities when staff members are handed assignments that were originally on the leader's desk. The employee is now on their own to deal with the outcome, whether favorable or unfavorable. This abdication is not what delegation is about.

An organization still holds the leader responsible, regardless of whose hands actually performed the work. Leaders who try to dodge responsibility by pitching work to others soon experience a myriad of negative consequences, including distrust and disloyalty from their people.

Most delegation hesitancy lands on the other side of the control spectrum, where leaders are not willing to let go of control. As Jesse Sostrin, PhD, describes in HBR, overextension fuels an instinctive reaction to "protect" work. Leaders who keep the workload to themselves often believe that somehow the delegation of work reduces their importance, or at least how superiors perceive it.

Ironically, delegating work puts a leader's control into action with decision-making, task coordination, and goal achievement. The more that work is reserved for leaders, the less of it actually gets done. This doesn't reflect well on a leader's state of control. Leaders who can be helped to see this are more able to break their control-clutching behavior.

Another control-related reason leaders choose not to delegate is the perceived time and effort needed to train an employee or bring them up to speed. It seems too inconvenient or too remedial for someone at their level to do, and it feels too much like a sacrifice of control. Leaders who can deemphasize their sense of control and turn their attention to solving problems resist delegating less.

Learning to Trust

When a leader delegates a task, they face a risk of the assignment not getting done exactly the way they expect. This frightens some managers into thinking the employee's results won't meet their personal criteria, and the simple way for this to be avoided is not to delegate.

Bordering on the control theme, this concern stems from a leader's lack of trust in the employee's abilities. Leaders who doubt anyone can perform a specific task as well as they can severely limit what their team can accomplish. A leadership coach can help mitigate this mindset with one that empowers employees to prove themselves.

If the employee's skills aren't fully understood, the leader must be the one to correct this. Fortunately, this is relatively simple to address. If it is a matter of the leader not believing in a specific employee, they may find delegating easier if they use a process of monitoring the employee's progress.

However, monitoring doesn't mean smothering or micromanaging someone. People need the freedom to work and use their skills, and are benefitted by leaders who only occasionally verify how they're doing. Periodically inquiring about their progress is a fair tradeoff for debilitating, pestering distrust.

Keeping knowledge to oneself is not the job-security anchor many seem to think it is. Knowledge is not power, rather, power is the ability to harness the collective knowledge of the staff. Leaders succeed by teaching and trusting people and allowing them to contribute in ways they couldn't before. Encourage growth and suggest ways to make improvements.

Following Up with Feedback

A critical aspect of delegating is what occurs after the task is finished. This is the delegation follow-up stage, which includes feedback.

The project assignment, whether delegated or not, should come with a clearly communicated set of expectations. How the employee met those expectations is the subject of the feedback. Employees who meet expectations deserve appropriate praise for their success. Giving people recognition and thanks for their efforts keeps them engaged and willing to do more.

On the other hand, when expectations are not met, a constructive feedback process is necessary. This is a considerate discussion on the improvements needed, while pointing out the positive things that took place. Leaders who can give instructive feedback while expressing consideration and thanks earn trust from employees and guide them to improvement.

Nothing causes your people to dread delegation more than an unfortunate response from you. When they dread it, the result of their work suffers accordingly. This in turn causes you to dread it, and the cycle spirals down.

As an expression of humility and openness, ask your people for their feedback on your delegation methods. Can your style be better? This dialogue helps to improve the delegation relationship and make you a better leader. Keep in mind that each employee may have a slightly different approach to feedback and discussion. Knowing them personally gives you the best advantage.

Your goal is to have a staff that welcomes delegated tasks so they can be better contributors. Many leaders find this to be the most freeing way to be better delegators; when the process yields two-way success the organization is better suited to manage high workload situations. Make delegation a welcomed tool in your arsenal and raise the level of production for you and your staff.

Dr. Maynard Brusman

Consulting Psychologist & Executive Coach

Trusted Leadership Advisor

Emotional intelligence and Mindful Leadership Consultant

San Francisco Bay Area and Beyond!

www.workingresources.com

mbrusman@workingresources.com

415-546-1252

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...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Leadership Advisor
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies develop and grow emotionally intelligent leaders. Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

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Title: Consulting Psychologist and Executive Coach
Group: Working Resources
Dateline: San Francisco, CA United States
Direct Phone: 415-546-1252
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