DELEGATION
Delegation can often times be difficult for new leaders. You have worked hard to get into the role you are in and handing off responsibilities to others may feel unnatural or even as if you are neglecting your responsibilities. However, as a leader you have new and additional responsibilities that are necessary to help with the success of your team, shift, and business. Delegation is necessary to help you focus on the things that only you can focus on for the success of everyone else.
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Think through the following questions:
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Do you have a hard time delegating tasks to others? What usually keeps you from delegating responsibilities to others (guilt, desire to help out, don't want to lose responsibilities, etc.)?
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What are some your responsibilities as a leader that only you can focus on and accomplish? What could be some of the negative consequences of not completing those responsibilities?
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How do you think delegating responsibilities can help with a team member's developmental process? Are there certain responsibilities you could delegate now that you think could help with someone's personal growth?
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If delegation is done correctly, it can be a great way to maximize everyone's efforts on the team. However, if it isn't done with care and purpose, it can become divisive and create an authoritarian culture. Review the process in the video to outline how you can delegate responsibilities in a way that empowers others. First, you need to learn to let go of some of your responsibilities and trust others so that you can focus on what is necessary for you to focus on as a leader. Next, be sure to set clear expectations and give ownership to your team to accomplish delegated responsibilities. Through out the process, you need to make sure to check in, support, and hold your team accountable for delegated responsibilities. Finally, you have to allow yourself permission to jump in and help out as needed. Remember delegation is not absenteeism. You don't want to micromanage your team, but you don't ever want to portray an attitude that you are unwilling or unable to help out if the team needs your support.
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Think through the following questions:
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Do you ever feel like people don't complete tasks and responsibilities the way you hoped or expected? Could it be because of a lack of clear expectations when delegating tasks to others? Are there times where you think you could be more detailed in your communication of expectations and outcomes when assigning responsibilities to others?
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How often do you check in with your team after delegating them responsibilities? Do you offer them support and coaching along the way? Do you hold them accountable to your expectations or do you find yourself often redoing work that you have assigned to others?
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Are there any tasks that you find yourself avoiding within the business that may be perceived negatively by the team? What are ways that you can jump in to support your team without them feeling that you are overpowering or micro-managing their work?
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TAKE ACTION
Great delegation takes practice. As you get better at delegating responsibilities to others, you will find that your team will be excited about the responsibilities you give them because it will develop their capacity to grow and lead in the business as well. Also, as you utilize your team and their strengths to help you during your shifts, you will hopefully find that your time will be more free to focus higher level on your team, shift, and business. Use some of the exercises below to practice and refine how you delegate responsibilities to your team over the next 30 days.
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Short Term - take the time over your next few shifts to identify and delegate some new responsibilities to your team that will free up your time to better lead your shifts. Try to find some responsibilities that would challenge your team and be sure to clearly define your expectations and what success looks like. Check in with them throughout the shift to see how they are performing their newly assigned tasks and provide them coaching and support if they need help. Take some time after your shifts to debrief your team and provide some positive feedback as well as opportunities on how they can continue to excel in their new responsibilities.
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Long Term - work with your manager or director of your area to identify one or two people that you would like to challenge over the next month with some new responsibilities. Once agreed upon, meet with these individuals and share with them the new responsibilities you'd like them to learn. Paint a picture of what skills you'd like to see them learn and be proficient in by the end of the month. Schedule weekly meetings with each individual to check in on their work and provide the right coaching and accountability to make sure they are staying on track with their new task and responsibilities. At the end of the month, your job is to ensure that the individual has met your expectations and that you have provided them the resources and training along the way. Be sure to take ownership of this exercise and the individual's growth so that they feel supported and empowered to continue to grow and take on more responsibilities that you might delegate.
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CHARACTERISTICS OF MASTERY
Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust and give ownership to people to perform; lets direct reports and others finish their own work; provides support to team and is willing to step in and help out with tasks and responsibilities as needed.
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ADDITIONAL RESOURCES​
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