Years ago, there was a highly successful football player with immense potential for even greater achievements. Upon transferring to a larger football club, he displayed an exceptional level of focus for his first game. During training sessions, he assumed a leadership role and actively participated in the drills. He was incredibly eager to showcase his abilities to everyone – his coach and teammates alike. He sprinted tirelessly, leaving no part of the pitch untouched. By the end of the first part of the game, he was thoroughly exhausted, but surprisingly, his productivity was lacking. Many wondered if this was his true performance, considering his reputation as a talented player with high expectations. In the second half of the game, as he persisted in the same manner, his coach made the decision to substitute him out.
During that game, he ventured outside his usual position and attempted to take on every aspect of the game by himself, rather than collaborating with his teammates. He neglected to play the game within a collaboration with his teammates, who were proficient in their respective positions. Had they played as a cohesive team, each member could have showcased their individual skills in their specialized areas and met the expected level of productivity.
This incident highlights the significance of individuals fulfilling roles that align with their strengths, and leaders effectively sharing and delegating tasks to distribute responsibilities. When everyone plays at where they have strengths and works together, it paves the way for collective success within a team.
Now, it’s important to recognize that this isn’t merely delegation; it’s a prime example of sharing. It vividly demonstrates how individual skill sets, when harmoniously combined within a team, contribute significantly to overall success. In environments like a football club, where everyone operates at a high level of expertise, it may appear as though there’s no designated leader on the field. However, behind the scenes, there is still someone orchestrating the team, assigning tasks, and facilitating individual growth in their respective positions. Should a player assume sole leadership and attempt to handle everything on their own, they are bound to face challenges. While they may not encounter immediate setbacks, the long-term outcome is likely to be less favourable.
The same principle applies to leaders in organizations. The workplace shares many similarities with football clubs, as both consist of teams where the emphasis lies on collective success rather than individual contributions.
A team consists of three key elements. First, there are the team members; second, there’s the leader; and third, and most importantly, there are the team goals that bind everyone together and guide their collective efforts. The third element is crucial, as without a shared goal, it would be merely a group of individuals without a common purpose. When a clear team goal is in place, it transforms a group into a motivated and engaged team, fostering collaboration.
Within this team, individual contributors possess diverse skill sets. Alongside them is a leader, armed with the necessary leadership and management skills, who likely boasts comprehensive knowledge of all aspects of the business. The leader’s paramount responsibility is to unite the team, guide them towards success, and facilitate the growth of every member within the team. How is this accomplished? Through effective delegation and oversight.
While a leader may complete tasks faster and potentially achieve good results, the best outcomes should stem from the collective performance of the team. Each member should feel engaged and have opportunities to acquire new skill sets for personal growth. When a need arises, team members should readily step up and take on tasks just like a leader would. This approach allows the leader to focus on more strategic responsibilities, promoting their own growth while also fostering the team’s development.
If leaders insist on handling tasks themselves due to their speed and proficiency, it may yield positive results in the short term. However, in the long run, this can lead to burnout, demotivation, and a disengaged team. Moreover, team members won’t have the chance to develop a diverse set of skills. As we saw in the football club analogy, going alone may get the leader there faster, but to go the distance, leaders need their team by their side.
Let’s explore the reasons why leaders often avoid delegating tasks. Some common thoughts behind this reluctance include:
- “It will be quicker if I do it myself.”
- “I believe I can do the best job if I handle it personally.”
- “I want to feel indispensable, and I prefer my team to rely on me consistently.”
- “I desire to maintain complete control over everything.”
- “I genuinely enjoy handling this aspect of the job myself.”
- “I don’t yet trust anyone else in my team for this task, indicating a lack of confidence.”
These are common thoughts that contribute to the reluctance of delegating tasks to someone else within the team. Nevertheless, every leader must acquire the skill of delegation if they aspire to advance in their role, foster the growth of their team members, and attain improved results collectively. Delegation is also a way for leaders to avoid overwhelming workloads and burnout. It aids the team in maintaining motivation and engagement, providing opportunities for growth by taking risks on diverse tasks and learning.”
Now, let’s explore solutions to assist leaders in initiating the delegation of tasks.
To begin, it’s crucial to determine what tasks to delegate and what to retain. Identify tasks that consume a significant portion of your time, are part of your daily routines, and can be effectively handled by someone else under your supervision. Tasks that are operational, routine, and don’t involve personal or performance-related details are suitable for delegation. Individual cases and performance-related topics are better handled personally due to their sensitive nature.
Next, carefully choose the person to whom you will delegate. Not every team member is a suitable fit for the task at hand. Consider the strengths of your team members, recall their goals and aspirations within the organization, and assess whether the assigned task aligns with their career growth. Assigning a task to the wrong person not only consumes more time from your daily schedule but also leads to demotivation as team members may feel unsuccessful. Keep in mind that everyone possesses unique skill sets, and delegation can serve as a catalyst for personal and professional growth
In my perspective, with the right team members in appropriate roles, there’s always a task that aligns with everyone’s growth. The key lies in identifying this task and matching it with the right team member—an essential skill for any effective leader
Be clear about what you expect. Make the goals of the task crystal clear, like black and white. If things are unclear, you might end up with extra work and a not-so-great outcome. When you delegate a task, communicate clearly. Set expectations for deadlines, the desired outcome, and when you’re available to help.
Lastly, practice patience. If you’ve picked the right task for the right person, set clear expectations, and provided all the necessary resources, your role now is to wait for the deadline. Proper delegation should lead to the desired outcome. Your team members may come to you with questions, seeking guidance, and your role is to assist without giving away all the answers. Instead, ask questions, encourage them to find solutions, and guide them—a crucial leadership skill. By guiding them through the process, they’ll learn and grow within the organization. This will also free up your time to invest in team success and other areas that contribute to your own growth.
