Why do people struggle with delegation?

In my experience many talented managers struggle with delegation. Why? Because of several mind sets that interfere with turning over worked-related tasks and authority to their team. These minds sets are well documented by the leadership and managerial literature. Reasons most often sited range from concerns about the abilities of direct reports, a tendency for hands on decision making, a lack of proper follow-up skills, or to a fear of losing control.

However the in my experience guilt often plays a major role. Individual contributors typically become managers because they leverage their expertise with a very high capacity for doing and completing work. They are seen by others as the “go to” person to get things done. These individuals frequently create more work for themselves as they fill in the “white spaces” in organizations when their normal work assignments are complete.

Making the shift from getting a lot done by myself to getting things done through others is a big leap for most high potential employees. To do so they have to give up the comfort zone of knowing they control their own destiny by working hard and smart and being constantly busy. The thought process goes something like this – “If I have free time on my hands because I delegate complete tasks – I’m no longer important or giving it “my all””. This is reinforced by a fear that others will perceive the drop off in “work output” as she’s getting lazy, is no longer engaged, or even worse asking others to do things she would not do herself.

How does one overcome the guilt and become a skilled delegator?

1. Have a process for delegation to make sure that critical assignments are managed to success. Our coaches utilize the “Performex™ 9 Step Delegation Process” to ensure that meaningful and important work gets flushed out for delegation and that the proper tools are in place to select the right individual to do the work. We encourage managers to have a vibrant review process to maintain progress, identify coaching opportunities, and make needed course corrections. A copy of the 9 step process is available on the Performex™ website www.performex.com under tab labeled “Resources”.
2. Use Introspection to understand how delegation impacted their own morale, creativity, and engagement. Many high potential employees don’t even know what makes them provide maximum effort. Most will find, if they do a little introspection, that being given a challenging assignment with considerable freedom to act and appropriate authority is when they were the most engaged and felt the greatest sense of satisfaction. By understanding themselves they can better emphasize with their employees and be more willing to give up the work that they should be delegating to others.
3. View your job as coach and become a developer of outstanding teams and leaders. Recognize your role has changed. Doing the work oneself actually prevents the development of your team. Actively look at assignments and decisions to delegate. Ask yourself and your team “What am I doing now that I should be delegating?” Then and perhaps most importantly –

Resist the urge to offer an opinion or “parachute I” at the least sign of trouble! Make the delegation stick!