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Why is Delegation Soooo Challenging?!
52 Plays9 months ago
In this insightful episode of Water Cooler Wisdom, host Jake Blocker is joined by esteemed experts Chris Williams and Vivian Power to unravel the complexities of delegation in leadership. Together, they delve into why delegation is a critical yet challenging skill, exploring the balance between risk and trust, and the impact of AI on decision-making processes.
The conversation navigates the nuances of task assignment, the importance of setting clear expectations, and the transformative power of viewing delegation as a developmental tool rather than a mere task offloading. This episode promises to offer valuable perspectives on enhancing team productivity and growth through effective delegation strategies.
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Transcript
Challenges of Effective Delegation
00:00:11
Speaker
Whether you're a team leader, a project manager, or running your own business, delegating effectively is crucial, but often it's easier said than done. In today's episode, we'll explore common hurdles like trust issues, communication breakdowns, and the art of letting go without losing control. So join us as we answer your burning questions and provide practical tips to enhance your delegation skills, ensuring your team success and your own peace of mind.
Introduction to 'Water Cooler Wisdom' and 'Ask IA'
00:00:39
Speaker
Hello, and welcome to Water Cooler Wisdom. I'm your host, Jake Blocker, and I'm bringing you a new series within our podcast that we call Ask IA. At Interaction Associates, we host a number of webinars throughout the year. We get literally hundreds of questions and unfortunately, we are not able to answer all of them during these webinars.
00:01:00
Speaker
So insert the series of episodes within water cooler wisdom.
Why is Delegation a Popular Topic?
00:01:04
Speaker
Today's topic is one of the most popular webinars. It's around delegation. I see this as such a unique challenge for leaders or really anyone looking to delegate. We all know how important it is, but it's always at the bottom of our radar. So how can we overcome this? So I'll be diving into this today with my two guests, who also happen to be the host of our webinar on this very topic.
Meet the Experts: Chris Williams & Vivian Power
00:01:29
Speaker
The first being Chris Williams. Welcome Chris. How are you doing today? Hey Jay, good to see you. Glad to be here today. Chris is the chief operating officer for Interaction Associates. He has quite a bit of experience managing teams and individuals. His background includes over 15 years in professional services space and business operations, recruiting, business development, and research. Prior work includes strategy, consulting for Fortune 500 clients,
00:01:56
Speaker
Additionally, Chris is a workshop leader for IA and has delivered training for clients, including Amazon Robotics, Credit Human, the CDC, Gilead Sciences, Wellington Management Company, and more. Vivian is our other guest, Vivian Power. Hello, Vivian. Hi, good to be here. Glad to see you. All right, Vivian has over 20 years of experience designing, facilitating, and leading global talent and leadership development programs.
00:02:25
Speaker
She's engaged in every aspect of the program development from needs assessment, design, and implementation. Vivian has designed and delivered custom training programs and coach individuals and leaders in career and leadership development. Additionally, Vivian is a Myers-Briggs-type indicator certified, NLP and coaching institute certified, and positive intelligence coach. I think I got it all. Doesn't miss anything.
00:02:50
Speaker
I think that covers it. Thanks, Jake. Good, good, of course. All right, so let's get right into it.
Why is Delegation Often De-prioritized?
00:02:56
Speaker
But before I get into the questions that were submitted, I want to ask you all, why is delegation so difficult? What's that challenge that people are having? Yeah, you know, that's such a good question, Jake. I think for me, the challenge as a leader is that there's so many things that are going on in a given week.
00:03:15
Speaker
I mean, leadership has gotten really challenging the last 10, 15 years. There's just, every week you've got tons of priorities. Not only are you trying to manage your own work, but you're really trying to manage the work through others that I think delegation just takes a back seat. We know that it's that important vehicle, but it goes to the back of the bus. It's just not a priority in our week to week.
Delegation as a Learned Skill
00:03:38
Speaker
And so I think because we de-emphasize
00:03:42
Speaker
the time and focus around it it just gets it doesn't get the investment and really the time that is necessary so that's my perspective is just that leaders don't put enough time into delegation it's not that they don't want to delegate it's really that they just are not disciplined enough to sit down. Think strategically and really carve out time to make it happen on a consistent basis.
00:04:05
Speaker
Makes total sense. I feel that I felt that in my heart. What about you, Vivian? Yeah. I mean, as you said and introduces delegation is a skill and it's a leadership skill and it's not natural for us. We have grown our careers to be experts in whatever we're in. So the thought of handing it over to someone else is just not natural. And I think with Chris, what Chris said is like, you're trying to balance all these different things.
00:04:31
Speaker
And if anything falls through the cracks, it comes back to you. So it's very risky and challenging. And I really do agree. You have to have intention behind it. And you're not just looking at the results you produce, but you got to look at the people that you're going to delegate to, whether it's your direct reports or others within the organization. You have to invest the time. So it's a risk. It is. We are risk averse.
00:05:02
Speaker
Let's get into this first question and this one I really feel, this is probably my biggest excuse.
AI's Role in Delegation
00:05:08
Speaker
So I want to ask, how do you overcome the do it myself mindset? I'm a busy person, so it saves time to just do it and I'll do it.
00:05:20
Speaker
A caveat to this one too is I feel like with AI, it adds another layer to this question. AI is supposed to make everything easier, but I think leaders are going to start using it, if they haven't already, start using this as a crutch to say, well, I have AI, so I can do it. What are your thoughts around that? I'll start with you, Chris.
00:05:42
Speaker
Yeah, I love that question, particularly the aspect or an AI because I do feel that AI puts up this interesting kind of wall where you have all these amazing tools where the AI can assist you and you can do things five times, 10 times faster than you could before, especially if you're in a creative space or you're writing.
00:06:03
Speaker
you're like, well, why would it, why would I take an hour or two out of my day to delegate a writing assignment to someone else when chat GPT can do it and literally less time it takes me to write the prompt, right? It's, it's a little bit, it's a, I mean, I say that kind of in a ludicrous standpoint, but it can be a little bit true depending on the type of role you're doing. So, um, I think a lot of it comes down to our own mindset.
00:06:31
Speaker
And I think we really have to shift our mindset from this mindset of immediacy, like what do I need to do in the next few hours or few days? And we really have to take a longer term viewpoint of where do I want to be? Where do I want my organization or my employees to be in more of that six months to a year timeframe?
00:06:55
Speaker
And I think that longer term mindset can really be useful of what you said, Jake, overcoming the do it myself, because it gets you out of the trap of really believing that you yourself as the leader can do everything.
Delegation as a Growth Opportunity
00:07:12
Speaker
Because that's the biggest lie in modern America. It's all in our culture. Everything in America is like, well, you can do it. Americans are individual and self-sufficient. And it's funny, but it shows up in our workplace. We work really long hours, really hard hours, and we feel like we can just do it all. And at the end of the day, that's false. We all have limits of time and energy and focus.
00:07:41
Speaker
And so I think you've got to take the long-term view. That's really my first perspective about how do you overcome that do-it-yourself mindset. And it's really about looking out in the future and saying, how am I not only building myself and focusing strategically, but how am I building others on the team as well? So that longer-term viewpoint.
00:08:04
Speaker
I love that. Yeah. What's my team going to look like in six months? And what do I want them to look like to be our best, best possible self? I like that outlook. What about you, Vivian? What are your thoughts? Yeah, I think immediately as Chris was saying, long-term, you know, it's like short-term pain for a long-term gain. Right. And I think that whole shift of, you know, do it myself. I mean, there is a true transition for when you're an individual contributor.
00:08:30
Speaker
to when you become a manager, to when you become a leader. And your perspective of when you're in management and leadership and you're responsible for people under you, that it's really important that you look, your focus becomes about them. I mean, really what Chris was saying.
00:08:48
Speaker
And I always think the easy way to delegate is, you know, if I don't have that skill, oh, yeah, I'm going to definitely delegate that to someone because that's a no brainer. Or if I do have the skill and I think I could do it better, I have to let go of that. And then, you know, for me, it's about really understanding, like, the only way I got to where I am today is because somebody gave me the opportunity. And I have to really it's what Chris said, it's a mindset.
00:09:18
Speaker
It's that you just have to commit to your team and to the company. And if you want to grow, you want to grow as a leader, but if you want your team to grow, they have to grow in their capability and skills.
00:09:32
Speaker
So yeah, yeah, I love I love that. There's two things that kind of I want to kind of touch on. One is you said, if I don't have that skill, I'm definitely going to delegate it to someone. Right. So it's all about you as a leader. Don't you're not an expert in everything. Often there's others on your team that can do something better than you. For example, I'm not a great graphic designer.
00:09:54
Speaker
But I know Jake is an amazing graphic designer. So if there's something artistic or creative, I'm going to put that on somebody who is more of the artistic creative person.
Enhancing Productivity through Delegation
00:10:04
Speaker
So that's one thing is like delegating things that you're not good at. I think sometimes we believe that, oh, I'm not good at it. I'm just going to offload that work to someone. But oftentimes we forget that there's lots of people that like the type of work that we don't like.
00:10:21
Speaker
Right? I mean, whether it's data analysis or creative work, there's somebody in the organization that likes doing that type of work. I guarantee it. So it's really about matching up and finding like what type of work do they like and how can I match up their interest and also their potential and really have those be a marriage of capability and skill development. And then the longer term thing you said, Viv, I really like is about, you know, you're, you're coaching, you're developing other people.
00:10:50
Speaker
And Jake to your point, many of us would not be in our current position unless somebody gave us an opportunity. So delegation is an amazing development or growth opportunity. And I think in the marketplace, it should be seen much more like that.
00:11:06
Speaker
than it is where often you see the excuses of, oh, it takes so much time or I'm not good at it versus the really the focus is more on growth and development because that's really the power of delegation is how do you grow people kind of incrementally a long term.
Can AI Handle Complex Delegation Tasks?
00:11:25
Speaker
I think one last thing I'll say is just imagine if you were a leader and you had a team of 10 people
00:11:32
Speaker
that you could delegate to, right? If you can improve each of those people's capability by 10%, they were 10% more productive. They had 10% more skill than they did at the beginning of the year. That's effectively like gaining one additional person on your team, right?
00:11:52
Speaker
And so you can think of it that way as well about, you know, how do I incrementally grow people in different ways? And actually your team collectively is able to take on much more than if they didn't have that growth in that possibility.
00:12:06
Speaker
I love that, Chris. And I went to, OK, I'm not a math person. I always defer to others on my team in the company to help. But I went to 10x. As you were saying, you've got 10 people on your team. You've grown at one time. We're going to 10x collectively. And I think that's a great perspective of you is not just you're growing, but everyone on your team is growing and collectively.
00:12:34
Speaker
that other statistic I was reading about, and it was with a Gallup study around CEOs and how critical delegation is, that you could actually increase your revenue by 33% by just developing people. And so your growth and expansion of your business, it makes total sense to focus on delegation if you want to grow your business.
00:13:03
Speaker
I love that developmental piece of it because I feel like as leaders, we know that in the back of our minds, but it's forgotten. It's the, we think first kind of ourselves selfishly of, I don't want to do this anymore or I don't have the time for this. Let me just offload it.
Building Trust in Delegation
00:13:21
Speaker
And then the developmental piece of it is very, very much secondary. It's just, I checked the box here onward to the next phase in my life.
00:13:30
Speaker
It's just a, just to get handed off and forget it. So I love that you're pointing out that development piece and how necessary it is to, for the longterm of your team.
00:13:40
Speaker
I think there's actually a really interesting quote from Brian Tracy. He's kind of a sales master, a sales trainer out there in the world. And so Brian Tracy says, he has this quote about kind of the old way and the new way of leadership. So the old way of thinking is, myself as a leader, I'm just going to do it myself because I know the job will get done well.
00:14:04
Speaker
Right. And so there's a limit to that. The new way of thinking is I'm going to delegate to the level of precision so that the work gets done to the level of standard that I expect.
00:14:16
Speaker
I really love that because it frees up the leader from this false belief that they have to do all the work themselves. They're so important. The task is so important that they have to do everything. It really puts the emphasis on the process of delegation, not only picking the appropriate task, but the appropriate person and also the appropriate way of conveying.
00:14:39
Speaker
the delegation assignment because it really sets it up is if i give someone the right instructions in the right support in the right time i'm not giving up my standard you can still have standards as a leader when you delegate so i think that's an important mindset and shift to that as leaders we can think about.
00:14:58
Speaker
they could even do it quicker or even faster or more innovative or creative than you can. And so if we don't give them that opportunity, then we will never know. And so that's, I love what you said, Chris.
00:15:13
Speaker
Yeah, so let's assume the manager, whoever, insert name here has given their task, they've done their delegation. So let me move to this question here and say, when you give something to someone to do with a set date and it isn't completed, how do you build trust without constantly checking in? Vivian, I'll start with you this time.
00:15:38
Speaker
Yes, this is such a great question because that is part of that risk factor of when you're delegating. You just don't know what's going to come back, if it's going to come back in the way that you want it to. But I think it's one of the conversations that we talk about when we teach our management class is around setting clear expectations up front.
00:15:59
Speaker
And expectations is a big word. It's not just about what's the goal or what's the deliverable, but it's really understanding what your expectations are when you are delegating that assignment. How do you want to communicate with each other? How regularly do you want to communicate when you are meeting with each other? What kind of updates are you going to share with each other? It's a two-way conversation when you're setting up expectations right at the beginning
00:16:27
Speaker
and making sure that your levels set on the results, the process, and how you're going to work together. Yeah. I love that. Yeah.
00:16:37
Speaker
Yeah, that's really good. I like what you said, Viv, around kind of the milestones of the assignment. It's more than just the outcome. Oftentimes, when we think about delegation, we think strictly on what do we want to achieve, which is good. That's where we should start. But we need to work backwards from there, too. And we need to think about what's the buffer that we have here?
00:16:58
Speaker
Right. So as a leader, one of the, one of the worst things you can do, I'll say one of the worst things and I'll give you, I'll give you kind of a good example. One of the worst things you can do is delegate an assignment to someone where the due date is literally the day before you as the leader, ultimately have to have that completed because you leave no room for margin and you have no room for coaching or working together to
00:17:24
Speaker
You know, get the final product. And so as a leader, it's really about stepping backwards and saying, how do I leave room for margin?
When Do Tasks Become Projects?
00:17:31
Speaker
Not only if the employee doesn't complete it, but also to really work together to finesse this because oftentimes when we're delegating, we're delegating things that are kind of a stretch or kind of a push to someone. Maybe they haven't done this before. They don't know the exact output necessarily. I mean, we've hopefully described it for them.
00:17:49
Speaker
but that margin is really, really important as well as the key milestones. And so I really like to think about a project in phases. So instead of just giving the final deadline, how can you break it up into smaller components? What's the phase one? What's the phase two? What's the phase three? And then what are the reporting or status milestones that you can bake in along the way? If it's a six month assignment, I would want to have a standing
00:18:16
Speaker
meeting at the end of every month, maybe part of my one-on-one meeting for five minutes, where my expectation would be the employee comes in, and for five minutes they share how they're doing against the project plan.
00:18:28
Speaker
You know, they're ahead of schedule, they're behind schedule, they have a challenge, they have a roadblock, they need more resources. That's a great way to coach and develop people. So you're doing it incrementally, you're working together, versus often the description I hear of leaders is they have an assignment, they throw it over their shoulder, and then they're waiting, you know, they're gonna catch it at the very end, the last minute. And that's just not an effective way to set up your long-term success.
00:18:56
Speaker
Yeah. I like that. I like the, I love the phased approach and it makes me think of too, like I, I've got to go a little off script here and ask another question for you all that popped up. So when does a delegated task become a project? What's, what's that line that you crossed before it becomes a, you know, I'm going to have to do a phase approach versus here's a team's message to you.
00:19:19
Speaker
Yeah, good question, Jake. So I like to think about if there are multiple deliverables involved, it sounds like it's more of a project, right? So if it's like a simple one thing where you literally can convey the task to someone in a Teams message or a Slack message, and that person would kind of nod and understand, that's more of a quick task where it's probably not gonna take that long for that person. But if the deliverable is,
00:19:47
Speaker
something longer where there's some sort of output that's expected, maybe it's report, maybe it's some sort of quality standard. If it's something new that the person has never done before, I would consider that more of a project, even if you as the leader might think, oh, that's a simple task, but it takes me an hour. Well, the first time someone does it, it may take them five hours. And so it may be a task from your own perspective, but from their perspective, it may be more of a project.
Human Element in Delegation vs. AI
00:20:15
Speaker
So you have to kind of think of it that way, like,
00:20:17
Speaker
how is this employee going to interpret this? How long is it actually going to take them? How much setup do I need? And so if it's more extensive and there's multiple deliverables, that's kind of my litmus test of like, okay, this is more of a longer term project than it is as like a quick task that someone can do in a very brief amount of time. Yeah.
00:20:37
Speaker
That makes sense. Do you have anything to add there? Yeah. I love, I mean, what I was hearing Chris saying was kind of putting yourself in the person's shoes to whom you're delegating and you kind of have to feel it out. We each have different ways to get the work done and some might be more comfortable and be quicker and then others, it may take a little bit longer and it goes back to that long term gain, you know,
00:21:01
Speaker
If you're going to be a coach and develop this person, you need to be flexible in how you guide them to success. I like to say it that way because people are going to make mistakes. They may get stuck. Everyone, we assume, is coming in to do their best work.
00:21:19
Speaker
As a leader, we want to make sure we encourage that and enable that. But I'm going to kind of switch a little bit because I think of task and project and back to AI. It's so easy for AI to be assigned a task and be done right away. But I think our work that we do at IA is around the human element, right? So things that we think assume we can get done in a week
00:21:44
Speaker
It's because we're building buy-in or inviting other people in to contribute to the project or the end result, and that takes time. So even though the tasks may seem like, oh, that should get done in 24 hours, just have that conversation. It's multidimensional when you add in the human factor.
Agreement Building Beyond AI's Reach
00:22:05
Speaker
And so, yeah, it's hard. It's hard to take that into account.
00:22:11
Speaker
Yeah, super hard, especially if you're delegating something where the person you're delegating to has to interact with a variety of stakeholders. That's something I personally have experienced. Like in my early part of the career, I was delegated things by my manager at the time.
00:22:26
Speaker
And I think my manager actually under emphasized how much work it was going to take. Like my manager was like, Oh yeah, this is so easy. Like you should be able to do this. And I was like, I've never dealt with that department before. Like I don't, I didn't understand that like they're not super responsive, right? It takes them a week to get back to you via email. So there are these things that we learn in our career along the way, um, almost via osmosis or experiences, but we start to learn like, okay, I'm working with,
00:22:55
Speaker
two, three, four different divisions. I'm working with this stakeholder. You really, you have to set your timeframes very differently and your expectations very differently because not only are you managing your own work, but sometimes you're as the project leader, maybe that you got delegated to, you're delegating work to others in the organization. So there's this cascading effect and it makes it harder and harder. And so really stepping back a little bit and thinking like,
00:23:23
Speaker
Where do I leave that room for margin? What's the communication that I need? And then really it comes down to agreement building. I mean, this is a key element. One of the phrases I hear often from our consultants and interaction associates is this concept of agreement building. And we say that building an agreement is the currency of collaboration.
00:23:45
Speaker
I really love that because if you stop and slow down and you think about it, what Viv is saying is very true. AI can't touch the human element. If we're going to collaborate with other people, it really does come down to agreement building. How clear are we and stronger are we building very explicit, very clear agreements where we're working together
00:24:08
Speaker
We're making sure we understand each other's expectations we're leaving margin for error we're giving each other feedback and coaching along the way that's that human element that i don't think i. Is able to touch her. Yeah give it give it a year from now it might be able to do that but right now.
00:24:29
Speaker
AI is very powerful if you give it a specific task right but if you had AI and you said AI i want you to manage this six month project with these ten stakeholders and i want you to convene the meetings and facilitate the conversation and make sure the deliverables are done.
Managing Time in Delegation
00:24:45
Speaker
I don't think AI could do that, and I would really challenge any of the AI creators out there to create a model that could do that effectively, because that is a human element that it takes a lot of art. That's the art of management and leadership. AI developers are listening right now to Brother AI and taking note and doing that as we speak.
00:25:06
Speaker
I want to go one last question here and kind of full circle when we're talking about that time management piece of delegation. What are some techniques to get you to slow down and remember to delegate even in times of urgency and escalation, which as we're recording this as Q4, a lot of us are feeling that urgency and escalation. Do everything for the holidays.
00:25:33
Speaker
What advice would you give? What techniques? Chris, you want to start it off?
00:25:38
Speaker
Yeah, so it's a really good question. So one way I think about this is it goes back to that intentionality, like how do I really carve out time? So as a leader, one of the key skills to becoming an effective leader is really about ruthless prioritization. So every week as a practice that I do, I have some quiet time on Monday morning where I sit down and I look at all the to-do lists, I scan my inbox,
00:26:05
Speaker
I look at all the meetings that are going to occur in the next four weeks and I really think about if I had to build a list of only four to five things to accomplish this week, what would they be? And I write down those priorities and I'm really thinking about tasks that only I can do.
00:26:25
Speaker
So that keeps you at a strategic level. And then it's easier to shift gears and to think about, okay, what are all the other things on my to-do list now that are not in that top five, but are still important to do. Someone's got to do them, either myself or a report of mine. Those are great opportunities to think about delegation. So I think it is just this habitual practice about thinking through your list,
00:26:52
Speaker
uh, choosing the right person. We've touched a little bit on that, but the how oftentimes is, is, um, conveyed in delegation, but the who is really important. Like who is the right person to do this job? And that helps you get out in front of it and to think longer term where yes, it's Q4 now. Maybe there's something that I need
00:27:14
Speaker
done by the middle of next quarter, that would be a perfect delegation type activity that I might want to start thinking about. And then my next one on one with that employee might sit down and float the idea past like, hey, I've got this really interesting idea. It's a project that's been on my list for a long time. I just haven't gotten to it. And honestly, I think you're better suited for this than me. I think you've got the interest. I think you've got the skill. I see this as a learning opportunity. Like I want to share that with you. Is that okay? And actually get the employee's permission.
00:27:43
Speaker
and then have that collaborative conversation about the particular task or project. So that's what I would think about it is really just almost making an habitual practice at that weekly level. If you can't get the weekly level at a minimum, I suggest monthly. So is there an hour block on your calendar you can set every month that's reoccurring where you call it delegation time?
00:28:08
Speaker
And you're literally just mentally going through a list of employees thinking like, have I delegated anything to this person in the last six months? And if the answer is no, that's the opportunity to say, okay, maybe I need a conversation with them. Maybe I need to really think about how I can up the ante in that regard.
Strategic Delegation Practices
00:28:25
Speaker
I like that a lot, schedule some time for it. I can see my calendar invite to myself now, delegation time, all caps. Yeah, yeah. It's great. The time is amazing. Well, I know Chris is a master at being efficient and on execution. So I can't, I'm going to, I take what he says and I'm going to have to block time on my calendar as well. But I think for me, you know, there's many projects and tasks that are going on and I, I like to look at,
00:28:54
Speaker
things at the beginning of the week that I can push through and help get done to move things forward. I always want momentum moving forward and sometimes things take longer than I want or I expect.
00:29:09
Speaker
Each week, I need to see where we're behind. But I would say as a practice for me, you know, it isn't weekly, but quarterly, I need to see because most of my projects are moving now. I call it moving mountains. They're not just little things, but I'm actually there's multiple stakeholders, multiple processes that are embedded in it. And it's like, I got to make sure we're moving forward.
00:29:35
Speaker
And it goes back to Chris, it's like building agreements, whether renegotiating a timeline, renegotiating who's going to be on it, renegotiating a contract between my manager and myself to get in the work done. So yes, taking that time to make conscious choices.
00:29:54
Speaker
I like it a lot. Well, that's going to bring us to the end of this. And as I finish up, let me encourage everyone to carve delegation time into their calendar right now while they have the chance. And it's top of mind.
Closing & Call to Action
00:30:08
Speaker
And I also want to take this time to thank Chris and Vivian. Thank you very much for joining us today. And I feel like there's more to come on this topic specifically. You touched on who to delegate to. That's such a big, big item there.
00:30:23
Speaker
I'd love to dig deeper into it another time. So much more to come. Thank you both for joining today. And yeah, I'm going to close it off here. Thank you, Jake. Great. Thank you for having us, Jake. This was super fun and definitely an important topic. So yes. Thanks, Jake, so much. Take care, Chris. Really appreciate the time. Thank you so much. All right. Thank you. See ya.
00:30:47
Speaker
Thanks for listening to Water Cooler Wisdom. This podcast is brought to you by Interaction Associates, a leading professional development and leadership training organization whose mission is to help people work better together. If you'd like to learn more, visit interactionassociates.com. If you have questions, comments, or are interested in collaborating with this podcast, you can email us at watercoolerwisdom at interactionassociates.com.