On a recent podcast of ours, Bedros asked me 5 leadership questions. In the spirit of serving you, I thought it would be of value to break each question and answer down in the next 5 weeks!
Here is the 4th week’s question and answer.
4.) What are some common misconceptions about delegation, and how can these misconceptions hinder a company’s growth?
Most leaders either don’t delegate enough, or delegate too quickly.
Turns out that leadership and delegation have a dichotomy to them.
- Not enough delegation:
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- Bryce 1.0 couldn’t delegate his CRM access to Tatiana let alone all the other tasks that needed to be executed to lead a business.
- Major fail.
- The truth is in leadership you must learn to delegate and empower your people to execute.
- After all, what people create, they support.
- This frees you up to ensure all the tasks the company needs are executed by the right people.
- Pro tip: As a leader, you need to have a monthly reminder to assess your tasks and delegate the ones that can be delegated.
- Another strategy is to Screen-flow your work and ask your assistant or teammate what they can delegate.
- Real talk: It’s hard. It does take time. But like anything, with reps and sets, you will improve.
- Delegation too quickly:
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- While you must delegate, it’s a trust-building exercise.
- You dont meet someone and the next day, ask them to marry.
- You flirt, get their number, go on dates, build a relationship, create trust, get engaged, then get married.
- Same with delegation, it needs to be a step ladder approach.
- With more trust, more delegation is to be provided.
- Pro tip: Let your subordinates know they might feel micromanaged for the first 12 weeks or so in the onboarding process and it’s normal but won’t last forever.
- In fact, with strong execution which builds trust, you will give them more space until eventually you lay out the desired outcome and get out of the way to let them execute.
- Real talk: Leadership and delegation are trust-building exercises.
