You don’t have to do it all: The Power of Delegation
We all want to succeed, and it’s usually why we take on more projects than we can handle alone. There really is only one way to get them all done—and that’s to look to your team for help.
If you want something done right, you’ve got to do it yourself. Does that statement resonate with you? Might be time to give it the old heave-ho. As a manager, it might be preventing you—and your team from real progress.
Fear of failure is a common reason for deciding not to delegate. We all want to succeed, and it’s usually why we take on more projects than we can handle alone. There really is only one way to get them all done—and that’s to look to your team for help. Delegating tasks can be an optimal way to turbo-charge accomplishment. It builds skillsets, increases self-confidence, and it lets you as a leader do more of what you were hired to do in the first place: plan and organizes.
Doing is not leading
You’re placing a heavy burden on yourself if you’re not delegating. It’s harsh, but it’s true: you are literally wasting your employer’s time if you’re spending time doing tasks that your team members are capable of doing themselves.
You’re increasing the possibility of mistakes if you’re distracted by an overloaded plate of priorities. Will a member of your team accomplish a delegated task exactly as you would have? Most likely, they’ll do it differently. Does it matter? If it does, you’re focusing on the task, rather than the objective.
Your responsibility as a manager and leader is to develop the capabilities of the people who report to you. That’s crucial to your employer. It leads to creativity and innovation. Your company needs both in order to experience growth.
We don’t go to work and hope for the same thing day after day. We all want to be challenged with new assignments. Delegation is your way of keeping your team’s jobs interesting and enjoyable.
You’re also building trust. Effective teams grow and thrive in an environment of openness—but it’s a state they have to create for themselves. If you fail to delegate, you’re fostering an environment where your team members may be afraid to take initiative. They may feel apprehensive about sharing new ideas.
As a manager who delegates, you foster deeper trust and make it easier for employees to feel comfortable in communicating. Employee engagement increases when your team sees their skills and talents are being put to use.
Is there ever really only just one way to do something? Leaders who successfully delegate know it’s important to give their team members the freedom to tackle delegated tasks their own way. It’s a crucial form of positive empowerment, and it facilitates creativity.
Employees given challenges this way are driven to succeed. Because they’re engaged, they’ll seek out advice from the rest of the team—and from you—if they’re unsure of the best way to proceed. Delegating to them promotes enthusiasm. You’ll also see higher levels of cooperation and collaboration.
Companies also report reduced turnover rates when engagement levels are raised this way.
Boost to business culture
Delegating tasks to your team can create a dramatic shift in your company’s business culture—and it’s the type of shift every business wants to see. The positive aspects of the delegation will help to boost team morale. This gain in emotional and psychological altitude often creates a marked improvement in efficiency. Many companies even report a reduction in work-related accidents.
Maybe it’s time to rewrite that statement about delegation. If you want something done right, you’ve got to delegate it to your team. There’s really only one cautionary note to keep in mind. The delegation will only achieve the positive aspects shared here when these tasks are truly growth related. We know when something boring and unpleasant has been pushed off on us.
If delegating is new to you, we can help you understand what it should look like and how it should work. Take this free assessment test.
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