“No one can do this as well as I can.”
As long as you believe this is true. You’re right. And, who doesn’t like being right? Right? And as long as you foster this belief, you’re more inclined to simply do it yourself.
Here’s another delegation squashing belief:
If I have someone else do it, it will take longer.
Here again. You’re probably right. And as long as cling to this belief and avoid investing time to train and develop others, you will continue to be right. But at what cost?
If someone else does it, they will mess it up.
You’re right again. This is just the kind of mindset that creates a culture where failure is feared so much that innovation is routinely suppressed. To help change this mindset, I recommend my previous post on Fear of Failure.
I believe that the need to be right is the cause of two afflictions: delegation reluctance and the more severe delegation phobia. Either of these is proven to be hazardous to both your health and your wealth. So I ask…
We’re all familiar with the responsibilities of a school principal. So here’s some food for thought.
The Principal doesn’t drive the school bus.
How would the parents and teachers perceive a principal who did so? So as you approach your To-Do list, ask yourself:
Tom Lemanski helps accomplished leaders unlock potential, solve complex challenges, and amplify their impact.
Effective leadership is the key to driving meaningful, lasting success in a fast-changing world.
Tom’s focus on innovative strategies and self-awareness creates transformative results for leaders striving for the next level.
Powered and secured by MailChimp
One Response
Tom,
I did not read this post. I assigned it to someone on my staff and was just debriefed on its content.
In advancing your line of reasoning, yes, I feel that delegation is both a skill and a mindset. Artfully passing along an assignment to a colleague or subordinate (the how) is a skill. The critical thinking piece—that is, knowing the when and the why behind the delegation—is most definitely a mindset.
The great leaders will tell you that the reason they are great leaders is because they surround themselves with people who are smarter than they are.