Many mistakes in delegation can be tracked back to your own fears or desires. Sound unusually zen-like? Bear with me here...
First, eliminate any possibility that your reluctance or issues with delegation are simply an accurate response to a team that needs work. Let's take a hypothetical executive working for you. Let's assume that:
1. She is capable
2. She is self-motivated
3. She is able to run with a project without much supervision
4. She is good about reporting on progress
5. She is able to identify a problem and communicate it clearly
6. She will ask for help at appropriate times
7. She is honest and candid
8. In addition to the above, she is both politically and culturally astute in the organization
Of course, you may say "Who have I got with all eight characteristics?" If you feel that way, then look at your people one by one and take a mini-inventory versus this list. When these characteristics are absent, it's an excellent coaching opportunity for you. As I always say, though, if they are missing 1. and/or 2., then you need to take a hard look at whether they are a fit in your group.
Moving right along, let's also say that she takes more of your time than you would like -- that is, when you delegate to her, you tend to spend a lot of your time checking in and giving advice or direction. What holds you back from letting her work more independently?
The answer to this question is not about her. In fact, it's located in the mirror. Answer it honestly, and you may find something surprising, such as:
a. At some level, you may be threatened by her success, and/or;
b. You feel you know the best way to do what you are delegating, and you want to save her time, and/or;
c. You may be uncomfortable relinquishing control to someone else, no matter how competent, and/or;
d. You may not be open to other ways of reaching the outcome you would like, and/or;
e. You may be desire credit for the thing you delegate to her, and won't be able to take it without hovering over her, and/or;
f. You may fear that your value to the effort or organization is determined by the level of your own engagement in everything important, and/or
g. Some other fear or desire -- TBD in the mirror.
Taking a hard look at your own fears and desires when your delegation skills leaves something to be desired is an outstanding practice. It simply requires a willingness to do some self-observation / reflection. Go for it!
Questions? Comments? Examples? I invite your comments, below!
David Peck
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