You’ve finally figured it out: delegating is important.
And you have also put it into practice: from today you distribute part of the office activities to your team members, letting the resources you coordinate help you in managing the tasks.
Finally, you are less absorbed in routine tasks and can concentrate on the most strategic topics, in line with your role as a leader. And the resources, invested by a wave of trust and responsibility, are reacting by showing more commitment and attachment to the company. All right, you say.
Not yet. Before celebrating your power of delegation, a flag is missing to put on the checklist.
What are the activities you outsource?
Which ones you are less familiar with or which ones you feel most confident about?
The most intuitive – and most widespread – behavior would seem to be to assign the team the tasks you don’t like, to save time and march fast on the tasks that are more in your ropes.
Not good negotiators? Delegate the activity to those who know how to do it best. Don’t like processing long calculation files? Better to assign them to those who specialize in analytics.
But no: because avoid having to deal with the tasks in which you are most lacking, always and only working on what you already have mastered, is a missed opportunity.
I can’t do it so I delegate: a mistake that compromises growth
learning by doing remains one of the most effective learning and growth models.
And losing the opportunity to practice with a large portfolio of activities, using delegation as a discharge of responsibility, risks holding back growth.
While it is true that the ability to outsource tasks, from the simplest to the most complex, is a fundamental element in building a successful leader, however, we must pay close attention to the approach to the delegation, from a long-term perspective.
Delegating to others the activities you are less strong at, letting some more experienced resource take care of them can show its downsides .
One of them, the stalemate that you and the team may soon find yourself in. A sort of swamp where nobody grows and improves. After all, if each resource only deals with what it is experienced in, training other skills is impossible.
Second: continually delegating tasks you don’t know well makes it impossible to evaluate the output received. If you don’t master the subject, how can you make a concrete contribution to the project or
analyze the capacity of the resources you have assigned the job to? An important cognitive gap, which undermines your role of coaching, supervision and evaluation.
In short: delegating doesn’t have to become an alibi to hide one’s shortcomings, letting those who are more experienced carry out the tasks that we just don’t know how to deal with.
On the contrary, it is better to reverse the point of view, giving the team the tasks on which you excel and on which they, perhaps, in a little: only in this way can you guide them towards the best result, putting a common factor is your experience.
Keep your limp jobs to yourself: one trip at a time, you will learn to run.