I've noticed that people new to leadership roles often struggle with
the concept of delegating. Learning to delegate is imperative for a
leader. When you become a lead, you gain responsibility for more than
one person can do. Without delegating, you'll fail to get everything
done and likely burn out trying. Delegating should be easy. Just tell
someone else to do something. So, why is it that so many people
struggle here?
When one becomes a new leader, he or she is likely to have been an
individual contributor in that area prior to the change. This means
that they are an expert. Many times a new leader is put in charge of
less experienced team members. This sets up an interesting conundrum.
The leader is more capable of doing the individual work than are their
reports. Less experience means less elegant solutions that take more
time to implement.
If I, as a leader, am able to solve a problem in 2 days that will
take someone else 5 days to solve, the tendency is to just solve the
problem myself. In that way, I'll get a better solution, faster. This
is true. There is a catch though. It doesn't scale. If I am
responsible for the work of 4 people, I can't work hard enough or fast
enough to do it all myself. I can accomplish any one task faster than
my reports but I can't accomplish *all* tasks faster.
It is important to yield responsibility to those less capable than
yourself for two reasons. The first is that you don't have time to do
everything. In addition to the individual work heaped upon your team,
you likely also have managerial tasks to accomplish. These might
include reviews, budgeting, meetings, people development, etc. There is
just not enough time in a day to do all of that and accomplish the work
of 4 people. It is important to realize that 5 days of a report's time
might still get done sooner than 2 days of a leads time.
Second, if you never give responsibility for the hard tasks to the
more junior members of your team, they'll never grow. Why is it that
you--the new lead--are able to get the work done so much faster than
your reports? It is because you have more experience. Giving people
responsibility helps them grow. It may take them 5 days to accomplish
the 2-day task this time but next time it will take them 4, then 3.
Eventually they'll be able to do it as well as anyone.
The key to succeeding in delegation is to give people the
opportunity to grow. This also means giving them the opportunity to
fail. The two are different sides of the same coin. Growing the skills
of your reports will make you successful as a leader. It will allow
the team to take on more ambitious tasks and solve problems in better
ways. A leader doing all the hard work him/herself precludes growth and
is thus a prescrition for failure.
http://blogs.msdn.com/b/steverowe/archive/2006/03/14/551268.aspx
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