One important skill every good leader needs is the ability
to delegate. This is also called the art of letting go. As a leader, it’s not
your job to do everything yourself. Delegation can be hard, especially if
you’re used to working alone or have always been the expert in your field. But
if you want to grow and succeed, you need to learn how to delegate tasks to
others.
Learning to delegate well is crucial for building a strong
team, creating a positive work environment, and avoiding burnout. It means
trusting your employees and believing in your ability to help others grow. Good
delegation is key to both leadership and team success. Let’s go over some
strategies for delegating effectively.
First, you need to know the strengths and weaknesses of
your team members. Understanding their skills and areas where they need
improvement helps you decide who can handle certain tasks. When you give tasks
that match a person’s strengths, the work is done better and more efficiently.
Sometimes, it’s a good idea to assign tasks that someone isn’t yet good at.
This helps them grow but might need some extra support.
An easy way to start delegating is by sending someone from
your team to a meeting in your place. This gives them valuable experience,
frees up your time for more important work, and shows that you trust and are
developing your team members. It also helps build trust and opens up
opportunities within your team.
Clear communication is essential when delegating. By
giving clear instructions and setting expectations for the task, including
deadlines, goals, and any special requirements, you set your team members up
for success. Clear communication reduces misunderstandings and ensures that
everyone knows exactly what they need to do and by when.
Delegating isn’t just about freeing up your time; it’s also
about empowering your team and building trust. Giving team members the
authority to complete tasks in their own way builds their confidence. It also
helps you trust them more. When your team feels empowered, they take ownership
of their work and feel more accountable. This boosts their confidence and
motivation. It also encourages them to take risks, knowing that you support
them and will help if they run into problems.
Another important point is that when you delegate, you need
to be ready to provide the resources and support your team needs.
Delegating isn’t just about trust; it’s about making sure your team can
complete the task successfully. This might include giving instructions,
providing standard operating procedures, making time available to complete the
task, allowing time for questions, and connecting them with others who can
offer guidance. By providing what your team needs, you help prevent obstacles
and increase the chances of success. This is a win for both your team members
and you.
Finally, after you delegate a task, it’s important to check
in on progress and provide feedback. You can’t just give someone a project
and expect it to be perfect without any check-ins. Regularly checking in on
progress and giving constructive feedback is crucial. Make sure you’re
available for questions and guidance but avoid micromanaging. Monitoring
progress helps you catch issues early, offer support, and keep the project on
track. Constructive feedback helps your team improve and learn from the
experience.
By learning to delegate properly, you free up your time to
focus on strategic thinking and growing your business, while also helping your
team develop and grow. Another benefit of delegating is that it builds your
reputation as a leader who invests in their team and allows them to grow.
Leaders like this are highly valued, and less likely to have trouble recruiting
for their team. That was my experience when I was a leader in the corporate
world.
As a leader, here’s what you can do right now:
- Identify
people on your team who you want to develop. - Review
your schedule and see if someone can step in for you at meetings so you
can free up your time. - Clearly
explain your expectations for your delegate: What information do you need
them to gather? How and when should they report back to you? What
decisions can they make on their own? What decisions need your input? - Be
ready to offer support and answer questions. Provide constructive feedback
on how your delegate handled their new responsibilities. - Partner
with your peers to see if members of your team can take on
responsibilities for them, freeing up their time as well.
Great leaders develop their people and rarely struggle with
recruiting. People are happy to work for leaders who care about them and their
growth.
Let me know if this topic added value for you. Please like
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or DM’ing me. I always love suggestions and feedback!
And if you are too burned out and overwhelmed to even begin
to use any of these strategies it might be time to get some help. Find a coach,
therapist, or doctor who can help you reverse out of the physical, mental, and
emotional symptoms of burnout so you can get back to living in healthy balance.
Remember, Self-care isn’t selfish…it’s required.
Yvonne Lee-Hawkins, IPHM, is a holistic wellness coach, stress strategist, and writer, who spent 20 years in corporate and leadership functions. When she is not working, she loves to go on nature adventures with
her family, in the Pacific Northwest where they call home. You can find out more on her website, or follow her on LinkedIn, Medium, or Instagram.
If you want some help with delegation, Burnout recovery or general wellness, book a call here.