Delegation for Business Leaders - How Letting Go Works*
To create the time for the specific role of a leader, as much as
possible of the day to day delivery must be handed over.
This level of delegation is very important, not only to create
the space for the leader to develop visions and longer terms
strategic goals, but also in encouragement of key individuals
who will both be challenged by new activities, but will also be
developed for the future benefit of the organisation.
A leader's role is to focus on those areas of operation where he
or she can deliver the greatest value and this requires huge
shifts in perspective of the role. Leaders differ from
managers in terms of accountability.
Whilst a leader is accountable for the strategic growth of the
organisation and the delivery of results, a manager is more
responsible of delivery of shorter-term results through people.
These are, of course, generalisations and roles vary.
Developing others through delegation is a great way to
grow skills and confidence in your workforce. Through utilising
the viewpoints of others, you create the variety of solutions
which might well escape you, from your own experienced, though
single perspective.
As well as radically improving the quality of your
workforce, the leader who works in this way also does much more
for their own focus. If a job can be done at the lowest possible
cost level, true with some training and on the job coaching,
then that frees you up for the role you're being paid for too.
Your Q2 time (see 'The Seven Habits of Highly Effective
People' - Stephen Covey) multiplies and you can start
to use your own creative skills in the bigger framework.
To grow and develop your business or organisation. Safe
in the knowledge that you have great people around you and they
are realising their own potential too.
An exercise to consider!
1. Make a list of those things you currently do, yet someone
else could do.
2. Decide to give up 20% of your role to others within
your organisation within a defined timescale (1 - 3 months). 50%
within a year. Value your time for what your strengths can
uniquely provide.
3. Check out your own, personal 'nice-to-do's' rather than
'need-to-do's'. I.e. is it something you are choosing to do
because you like doing it ahead of it being important
enough?
4. Review how the extra time can be best used to deliver the
more challenging parts of your role - especially
regarding future goals and visions.
5. Spot check that you are also enabling others to
develop and remember that they may well require clarity and
coaching in new activities to start with.
Dumping the stuff you do, rather than achieving your true worth,
is escapism - it is finding things to 'do' rather than
thinking, creating, challenging and firing yourself up.
So it's time to step up.