I’ve said it before, and I’ll say it again – Delegation’s What You Need!
I was speaking to a group yesterday – and what one of the group came up with was this question. ‘If I am a precisionist, why do I find delegation so hard to do?’
Well, it’s obvious really.
But before we get to that – let’s look at the 5 main reasons quiet leaders don’t delegate.
- Fear that something will go wrong
- Believing it is quicker to do it themselves
- They don’t leave enough time to explain or train others before the deadline
- The fear others judging them as inadequate or dispensable
- They don’t build capability and capacity into their teams
And here are the 3 biggest reasons that you SHOULD delegate
- You are leaving your organisation open to the “bus risk”. What I mean by that is – what happens if you get hit by a bus? Not necessarily literally. But what if you get sick, or someone you care for gets sick, or you break a leg, or just need a holiday. Does everything pause while you are away, or are the team having to check in with you on the phone even though you are off? Your team/organisation will be the loser if no-one can operate without you.
- You are risking staff turnover if you don’t give people opportunities to grow. People need to learn new skills and take on more responsibility to feel challenged and needed in their role. If you don’t give them that, they will eventually either walk away – or you wish they would. By that I mean, someone who is not moving forward in their career is probably moving backwards and may end up being an underperforming problem for you to solve.
- You are holding yourself and your organisation back by distracting yourself or keeping yourself overly busy with stuff that someone else could do. If you are not focused on the strategic – at least some of the time – then the chances are your organisation is surviving and not thriving.
Anyway, back to the story. And you may be asking yourself – ‘what’s a precisionist?’
Well, as a ‘precisionist’ you want everything to be right, you are risk-averse and you are also probably a perfectionist. And if you are a ‘precisionist’ then your natural inclination is NOT to give stuff away.
The question came up – ‘how do I change that about myself’ and here’s the thing, you can’t really change how you are.
You can change your behaviour, of course, you can learn to accept some imperfection, for example, thought it will still get under your skin in all likelihood. But here is what you CAN do, in fact, what you MUST do.
More important than your ability to change, is your ability to communicate with the person you want to start delegating to.
If you don’t feel good about delegating, you will be unhappy and the person you have delegated it to probably will also not be happy. They will pick up on your unhappiness, and if you haven’t communicated with them how you feel, then they may well assume that you don’t trust them, or you don’t think they are good enough.
So – not only are you not comfortable with delegating, but the person ‘mind reads’ and fills in their own gaps. And I guarantee they won’t think – ‘actually the problem is my boss is not comfortable with delegating. They will think they are the problem.’ So, now you also have a staff morale and confidence problem. Which probably mean they won’t be able to complete the task you have delegated. And – CONGRATULATIONS – you have just become a self-fulfilling prophecy.
However, it doesn’t need to be like that.
If you can communicate that you find delegating difficult, they will understand. Shock horror! They won’t think you’re a loser and in fact, they will probably be relieved that the problem ISN’T them. They will feel more comfortable, the relationship is improved, and the person involved will try and make things easier for you.
You will then be able to express that you are stressed because you would usually do this task. The other person will understand it is not about them and be able to reassure you that it is OK to feel like that, and they may even do stuff which means you feel more comfortable delegating. They might check in with you about what they are doing along the way, for example.
This then gives you more confidence to delegate more. And voila! You have a virtuous circle and the luxury of being able to work ON your business and not in it.
If you’d like more leadership tips and strategies aimed at the Quiet leader – please go and join our Facebook Group Quiet Leaders With Impact