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Develop Both A Willingness And The Skills To Delegate

Here are some simple tips for overcoming a reluctance to delegate:

You may have a desire for perfection and feel that you are the only person who can do the work. If so, start by delegating parts of the tasks concerned and coach people to perform them to your satisfaction.

You may reserve tasks for yourself because you enjoy doing them or you enjoy the recognition that you get from your clients. If so, try to achieve satisfaction from other parts of your job instead, for example undertaking the leadership function including coaching, running effective team sessions and involving people in business planning.

You may feel that you have insufficient time to explain tasks or coach others to do them. If so, reflect on the fact that the time spent helping others to perform tasks effectively now will save you time and effort in the longer run. By coaching others now, you are investing in their competence.

You may fear failure because others will make mistakes and that the consequences will be disastrous. Identify possible risks with individuals and help them to develop their skills. Good leaders take risks to help people grow and develop. However, minimize the risks by coaching well and working with your people before they fly solo.

You may lack confidence in the abilities of your team members. If so, carefully assess what individuals can and cannot do. Then delegate the tasks that you are confident can be tackled and on a gradual basis coach people to undertake the others

It is evident that the more effective a professional team leader is at coaching, the more comfortable he or she will be with the process of delegating. The two things go hand in hand. Obvious though this is, it is surprising how often good coaching is neglected in practice. The skills involved in being an effective coach are explored in some detail in Helping Team Members to Get the Best Out of Themselves .