I rarely delegate because I feel like it would take more time to teach someone what I can do myself. I just like getting things done — fast. Working independently is fine for a little while until the responsibilities grow with new projects, problems, and deadlines.
I noticed that I spend most of my day slogging through tasks involving emails, data collection, event investigation, and troubleshooting. They’re all important, but they leave me little time to connect with people and execute my core operations. There are periods when I feel super busy but less accomplished; what a waste! Something needs to change in the way I manage my work.
How much time could I gain back if I made the effort to delegate?
Wouldn’t I rather be free to focus on areas that best contribute to my team’s success?
After thinking it over, I submitted to the idea that delegation is kind of like investing money. If I don’t put it to work, I will lose out on future dividends. If I want to gain time back, then I better start delegating.
Sometimes we think that training stops after an employee completes their orientation. But that is just the beginning. Our job is to keep them engaged by giving meaningful feedback and providing learning opportunities. When you don’t delegate, you’re actually disengaging your team members. How does this benefit anyone? If you think your task list is huge today, think about how much larger it will get if you lose an employee “seeking new opportunities.” I have firsthand experience with this, and I confess that it’s a tough season to endure until you hire another team member.
The practice of delegation is quite simple. I first have to pick the right person for the job.
- Do they have the skill and ability to learn the new workflow?
- Are they dependable?
- Will this engage them in a way that increases their confidence and value?
If I can say “yes” to all of these questions, then I kindly ask for their help. If they are agreeable, then I make sure I provide:
- A background and purpose
- Clear instructions
- A step-by-step demonstration with a return demonstration
Once all that is accomplished, I check in to give feedback and show appreciation. Work relationships are strengthened when this is done right because it instills trust and promotes collegiality.
If I delegate just one item off my list, I might gain back 15 to 30 minutes to use for other pressing matters. And if it is a daily task offloaded, the dividend payout amounts to hours deposited back into my time bank.
An added bonus for delegation is that it can be used to develop another team member. You never know when sparking someone else’s curiosity can lead them to learn something new and take on more responsibility. They become more valuable to your organization, and they could possibly be the next leader in the making.
“…pick out from among you seven men of good repute, full of the Spirit and of wisdom, whom we will appoint to this duty.” Acts 6:3 ESV
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