delegation

Emergent Leaders Newsletter/052/Finding the Proper Delegation Balance

As high potential individuals move into their first leadership roles, one of the most challenging transitions they face is moving from being a hands-on doer to an effective delegator.

Striking the right balance between giving your team enough autonomy to succeed, while providing enough oversight to ensure progress can be tricky. That’s why week, I’m diving into how to find that delegation sweet spot. 

 

Avoiding Delegation Extremes 

Delegation isn't about offloading tasks and forgetting about them. It's about transferring responsibility in a way that empowers team members while ensuring accountability and progress.

Below I list common pitfalls I see with my coaching clients’ initial habits and discuss how to replace them with more effective delegation practices. 

Micromanagement Red Flags:  

  • Constant Check-Ins. If you're checking in multiple times a day without any significant updates, you may be micromanaging. 

  • Providing too much instruction. Excessively detailed instructions can stifle creativity and ownership. 

  • If you often redo your team's work instead of providing constructive feedback, it's also a sign of micromanagement. 

Red Flags of Too Little Oversight: 

  • If you rarely receive updates on delegated tasks, it’s a sign of insufficient oversight. 

  • Regularly missing deadlines without prior communication indicates a lack of follow-up. 

  • Discovering significant problems at the last minute is also a clear sign of inadequate oversight. 

 

Striking the Right Delegation Balance 

Proper delegation involves clear communication, regular check-ins, and a supportive environment.  

Here’s what it takes to achieve a delegation balance: 

1. Clear expectations and objectives - be clear about what needs to be achieved, why it’s important, and the desired outcome. Set milestones by breaking down the task into manageable steps within the timeline. 

2. Empower your team by allowing team members to decide how to approach tasks within the given framework. You can also ensure the proper resources are provided by consistently ensuring they have the tools, information, and support they need. 

3. Schedule regular check-ins. This helps you check progress and address any immediate concerns.  

 

Systematic Actions for Effective Delegation 

To embed the above practices into your leadership routine, consider the following delegation action cadence you can time block into your schedule to help you stay on top of things without micro-managing: 

Daily Delegation Actions 

  • Conduct brief meetings to align on daily priorities. (No more than 15-20 minutes)

  • Have open office hours or scheduled times for team members to seek guidance. These time blocks are reserved for work you can easily do despite several interuptions, versus focus time blocks that are booked in for when you need to focus without interruption.

Weekly Delegation Actions 

  • Hold structured meetings to review and discuss weekly progress and address any roadblocks or challenges and collaborate to come up with next steps for the team member or team. 

  • Provide constructive feedback and recognize achievements. 

Monthly Delegation Actions 

  • Assess individual and team performance against monthly goals. 

  • Identify development opportunities and offer coaching. 

  • These monthly reviews allow you to check in on overall progress against goals, provide feedback, and adjust plans, as necessary. 

Quarterly Delegation Actions 

  • Review long-term goals and adjust strategies. 

  • Organize activities that strengthen team cohesion and morale. 

  • Quarterly meetings are more strategic in nature, and let you evaluate performance, set new objectives, and identify areas for improvement.  

 

The Effective Delegator’s Checklist 

To ensure your delegation approach is effective, use this checklist. (In fact, you should be asking each of your team members to rate each of the following statements as we sometimes over-inflate our delegation skills): 

  • Have I clearly defined the task and its goals? 

  • Does the team have the necessary tools and information? 

  • Have I allowed sufficient freedom for the team to approach the task creatively? 

  • Are there structured check-ins to monitor progress without micromanaging? 

  • Is there a system for providing and receiving feedback? 

  • Have I established clear accountability for outcomes? 

  • Am I regularly accessible to provide support and guidance when needed? 

By keeping this balance, you empower your team to take ownership of their tasks while ensuring that you’re kept in the loop and can provide guidance when necessary. This balance not only helps in achieving project goals but also fosters a positive and productive work environment. 

If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leader Newsletter/007/How to work through your biggest obstacle when it comes to delegating.

When you become a leader, you essentially become a teacher - someone who creates an environment for others to grow, thrive and eventually become more autonomous.  

Many leaders hesitate to delegate. Fortunately, it’s a relatively easy fix – requiring a simple mindset reframe. Here are a few of the most commons excuses I tend to hear the most:  

  • “I don’t want to overwhelm my team so I’ll just do it myself.” 

  • “I’m really good at doing this – I’ll just do it myself, it will be faster.” 

  • “I want to better understand what my team members do.” 

  • “If my team does all the work, what will they need me for?” 

  • “By doing it myself, I can guarantee the final product quality.” 

  • “I want everyone to know how much of a hard worker I am.” 

I totally get it. These are all valid points – but they are also indicative of a delegation skills gap. They are also perceived as reasonable excuses to procrastinate on the work you should be doing. 

Why is this worth addressing? 

  • People learn better by doing. So let them “do”.  

  • People want to learn. It brings variety to their day and helps keep them engaged in their work. 

  • When people increase their skill set, they increase their team’s work capacity. This translates into more projects, and then more money, which in turn, makes you look even more competent as a leader. 

  • Your time is limited, which means you can’t do it all. You might think you can, and maybe you can for a while, but it will catch up with you. When you say “yes” to doing something, you are essentially saying “no” to something else.  

  • While your head is down doing the work, your leader peers are working on more advanced leadership skills, networking with decision-makers and working on initiatives that will help advance not only the organization’s vision, but also their careers. You are essentially holding yourself back by staying busy doing transactional tasks that should be done by your team. Don’t believe me? Go have a look at your job description and ask your boss about your team’s priorities. How much of your day is spent on advancing those priorities? Another way to look at it is by examining each of your team members’ role descriptions. Again, look at your schedule. How many of your daily tasks belong to your team members? 

Is it possible to delegate AND trust the resulting work? 

Absolutely! I will be going through the “how” in next week’s newsletter. I’m not suggesting that you go cold turkey on the delegation (especially if you want to be able to sleep at night), but if you want to continue growing as a leader, you first need to build your team’s capacity so that you can then delegate. This will create space in your schedule to work on more leadership-type work.  

Reframing the delegation self-talk  

Let's look at a task you know you should be delegating. Identify the concern or resistance causing you to not delegate that task. Verify it factually and then plan accordingly (we will do a deeper dive on this next week). If one of the resisting factors showed up in the most common concerns listed at the beginning of this article, read on for help. 

 Delegation Excuse #1:

“I don’t want to overwhelm my team so I’ll just do it myself.” 

Emergent leader’s typical self-talk around excuse #1: 

I want my team to like me. I want to be helpful. 

Growing leader’s mindset reframe.  Repeat after me:  

“My priority as their leader is to inspire learning, growth and empowerment.”  

How to move forward: 

I will support each of my team members’ growth and development by encouraging them to learn new skills by whatever means that works for them. I can facilitate their learning by doing my best to remove any obstacles. 


Delegation Excuse #2:

“I’m really good at doing this – I’ll just do it myself, it will be faster.” 

Emergent leader’s typical self-talk around excuse #2: 

I am better at this than they are.  

 Growing leader’s mindset reframe.  Repeat after me:  

I’m good at this and more comfortable doing this than I am at this leadership “stuff”. 

Growing leader’s mindset reframe.  Repeat after me:  

“My priority as a leader is to create an environment where all of my team members can increase their skillsets and thrive.” 

How to move forward: 

You are probably correct in saying that you are better at it, considering most people get promoted because they are highly skilled. However, as a leader, you have a new skill set to learn. “Check the box” for that skill and train someone else to do it so that you can move onto working on your own new leadership skills. 


Delegation Excuse #3:

“I want to better understand what my team members do.” 

 Emergent leader’s typical self-talk around excuse #3: 

I learn by doing therefore it only makes sense that I practice. 

It makes me uncomfortable to lead people that do things I don’t know how to do. 

Growing leader’s mindset reframe.  Repeat after me:  

“My priority as a leader is not to know how to do everyone’s job, rather it is to create an environment where each team member can fully realize their potential. My job as a leader is also to coordinate the team’s skill set so that the ensemble of their work is better than the sum of their parts.” 

How to move forward: 

While it is important to understand what everyone on your team does, you don’t have to do it at the level or spend the amount of time on things as you currently are. Ensure cross-training occurs between your team members so that if someone needs to temporarily step in, the team can still function without too much interruption. You can help, but you shouldn’t be automatic fill-in. 


Delegation Excuse #4:

“If my team does all the work, what will they need me for?” 

Emergent leader’s typical self-talk around excuse #4: 

I like to feel needed. I want to be in the know.  

Growing leader’s mindset reframe.  Repeat after me:  

“My team needs me to set the vision. They will always need my support, guidance and reassurance. 

How to move forward: 

A highly autonomous, productive and innovative team signals a successful team – and as a leader, I get to set the tone for how it all comes together.” 


Delegation Excuse #5:

As a leader, the way you are “needed” will shift – but it certainly won’t disappear.  

Emergent leader’s typical self-talk around excuse #5: 

By doing it myself, I can guarantee the final product. I don’t trust my team member’s output. It’s so much less stressful when I can predict the outcome. 

 Growing leader’s mindset reframe.  Repeat after me:  

“As a leader, I need to clearly delegate so that each of my team members are set up for success. It is also my responsibility to hold them accountable to the vision we set at the beginning.” 

How to move forward: 

Delegate. Regularly check in. Ask them: “What’s going well?” “What’s getting in the way?” “How can I better support you so that you can succeed with this task?” Notice I didn’t include, “What parts of the project do you want me to do for you?”  


Delegation Excuse #6:

“I want everyone to know how much of a hard worker I am.” 

 Emergent leader’s typical self-talk around excuse #6: 

I want to appear better than everyone else, after all, I am their leader. I should be better at this than my team members. 

 Growing leader’s mindset reframe.  Repeat after me:  

“As a leader, my job is now to make each of my team members shine. My role is to orchestrate.”  

How to move forward: 

By helping each of your team members succeed, you will not only create a more successful team (which will get noticed), but by making each team member feel like a valuable part of something greater, you will also garner support and respect. 

 

A few other things to keep in mind when it comes to delegation:  

  • Delegating isn’t about dumping all the work onto your team members, only to put your feet up and sit back while you watch them struggle.  

  • If you don’t delegate, your team’s capacity will stagnate. 

  • Leaders who don’t delegate as much as they should are often perceived as micro-managers or as “gatekeepers” of information. These are rarely qualities that lead to promotions. 

  • When you are saying “yes” to doing some transactional task, ask yourself “What am I saying “no” to, when it comes to my own list of priorities?”  


Delegating gets easier with practice. In next week’s newsletter, I will provide a step-by-step guide on how to delegate in a way that will further put your concerns at ease so that you can move onto leadership priorities.

Whenever you are ready, there are 2 other ways I can help you:

1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.