TWO
Challenge the Myths That Block Effective Delegation
THERE ARE several myths in management that often hold managers back from delegating. They may or may not be true, but they are the mental blocks of the individual manager. You may be aware of some of these myths or blocks and not aware of others. Whenever you see a poor delegator, you will probably see one or more of these myths at work.
MYTH 1: There Is Not Enough Time to Delegate
Sometimes people are so busy and swamped with responsibilities that they think they donât have enough time to sit down and explain the job to someone else. They just want to get on with it as quickly as possible.
On other occasions, they may delegate the job to another person, but they donât take enough time to walk the person through the assignment and explain exactly what must be done. They may say something like, âDo this and have it done by such and such a time.â They equate this order-giving with delegation. But it is not. It is abdication.
Youâve probably heard the old saying, âThere is never enough time to do it right; but thereâs always enough time to do it over.â In poorly managed organizations or work units, there always seems to be time to do it over and correct the mistakes and misunderstandings that were caused by not delegating effectively in the first place.
In reality, there is always enough time to delegate effectively. From now on, stop saying that you donât have the time to delegate a task clearly. Remember, taking the time to delegate well is the most effective use of your time for getting more and better results.
MYTH 2: The Staff Is Not Competent Enough
Very often, managers underestimate the ability of their people. But the only way you can test the true competence of individuals is by giving them more to do than they have ever done before, and then allowing them the latitude to make mistakes and to learn from them.
People will surprise you. Amazingly enough, your staff members probably have competencies that you have never realized. When you learn to tap into their capabilities, not only will they get more fulfillment from their work, but you will also get a lot more done as a manager, which will help your career.
MYTH 3: If You Want It Done Right, You Have to Do It Yourself
This misunderstanding, carried to its logical conclusion, guarantees failure in management. If you truly believe that you have to do everything yourselfâand want to get the work done on time, and to an acceptable standard of qualityâyou will eventually end up with more and more work, and less and less time. This myth will hold you back and condemn you to continually perform at an operational level, rather than advance in management.
The inability to move from doing the job to managing the job is the biggest reason people fail in management. The natural tendency is to fall back into your comfort zone and start doing rather than delegating. Keep reminding yourself that your job is to manage, not to do it yourself.
MYTH 4: People Will Think Youâre Not on Top of Things If You Delegate to Others
Often, executives or managers are selfish. Their egos are tied up in their work. They want other people to think that they are on top of the job and know whatâs going on all the time. They therefore refuse to delegate.
However, the opposite is true. You can never know what is going on everywhere all the time. And you donât need to know. You can always have access to the people who do know and who can bring you up to speed quickly.
MYTH 5: When You Are Good at Something, You Should Do It Yourself
Many people spend months and years developing a skill set that enables them to move up, be promoted, and be assigned a staff to work under them. The trap is that doing this particular job well creates a comfort zone, and you continually strive to get back into the comfort zone of doing an old familiar task.
The rule here is fairly simple. You should delegate whatever you have mastered and can now do easily, and move on to something else. Mastering the task has enabled you to move up, and move on. This task should now be taught and passed on to someone else. You should not be working on tasks that are simple and routine and can be done by someone else.
Practice the â70 percent rule.â If someone else can do the task 70 percent as well as you, delegate the task to that person. Free yourself up to do those few tasks that only you can do.
Our natural tendency is to fall into the habit of doing the jobs that we enjoy, the jobs that got us to where we are today, and then keeping these jobs for ourselves. Instead, you should delegate the tasks that you have mastered so that you can get on to tasks that require greater intelligence, skill, and ability.