MYTH BUSTING COMMON BELIEFS: Part 11

Like “Delegating complex work means losing control (or quality).”

There’s something about being an expert in your field. Or at least thinking you are the expert. Feeling like you are the first and last word on a matter. Being the leader in more ways than one.

It has a way of influencing how you approach your work.

Suddenly it feels incumbent on you to be in control over everything that “leaves your desk”. It feels like everything starts and ends with you. Like if you aren’t in complete control, the house of cards will come tumbling down.

So, you not only ensure that you oversee everything, but you ensure that you do everything too. Crossing every t and dotting every i in the most painstakingly acute detail.

And sure, this makes you feel important. Makes you feel busy. Makes you feel like you are fulfilling some kind of duty to the self-proclaimed perfection you have built up in your head.

But where does your reach end?

It was motivational speaker and author, Tony Gaskins, that said –

Don’t lose yourself trying to be everything to everyone.

And there’s a lot of truth in that quote. Because being the be all and end all on a matter or a decision or a piece of work can take its toll on you – professionally and personally.

Bottom line here – you are not G-d. You are therefore not omnipresent. You are a human being and as a human being there is only so much you can literally (and figuratively) do.

When there’s no other choice – delegate

Burning your candle at both ends in order to be in control over everything in your workspace, can leave one feeling a little lacklustre. A little at the end of your tether. Although you would never admit this out loud. After all – an “expert” and a leader wouldn’t need help. They would have everything under control. Tied tightly down.

Or would they?

But delegating work that you are just not getting to, provides a way to get the help you need without compromising on your “expertness” or position as leader.

Remember delegation (which is defined as the reassigning of work to other team members because it’s more relevant to their workstreams and priorities) is an effective skill that, when done properly, can lead to greater efficiency, employee development, and higher overall results, rather than a decline in quality.

Because getting help from your colleagues is not a sign of weakness or inability.

Delegating means shifting from doing everything to overseeing what you are realistically able to do, by effectively –

1. setting clear outcomes,
2. providing necessary resources and context,
3. establishing clear communication, and
4. trusting team members to execute.

And yet, despite the glaringly obvious pro’s for delegating your work, you just don’t feel quite comfortable with the whole notion.

But you have no real idea why.

Common reasons for resisting delegation

Leaders or “experts” in their relevant fields, often resist delegating their perceived “complex” work to colleagues and/or support staff and/or team members because of a number of common fears and misconceptions, including –

1. Loss of control – the fear that once a task is handed off, the leader will lose control over how the task is executed or its final outcome. Loss of control is a fear many of us suffer with.
2. Perfectionism – the belief that no one can do the work as well as the leader can. This comes down to ego. Something that needs to be cauterised before ego risks the growth not only of the business but the people in it.
3. Fear of failure – the anxiety that a mistake by the delegation will reflect poorly on the leader. Again, this is ego. Sure, anxiety is something that needs to be taken seriously. But thinking you are the be all and end all won’t serve the business in the long run. And a good, effective leader knows this. Even if it’s deep down.
4. Time investment worry – the notion that it’s faster to do the task oneself than to take the time to teach someone else. Then again, how do you know if you have never tried? Go out on a limb and get some help! Delegate what you can.
5. Identity attachment – for business owners, delegating can feel like a loss of ownership over something they built. And who reasonably wants to do that? But giving up control over so-called ownership of a task helps other team members grow. And sometimes that is the best solution for everyone (and everything) involved.

Eight strategies to help you delegate effectively

To overcome these barriers, leaders can implement specific strategies to delegate complex tasks successfully without sacrificing on quality or oversight by –

1. Changing your mindset – reframe delegation from an act of “giving up control” to an investment in your team and business growth. Trusting your team to take ownership enables you to focus on high-impact, strategic priorities – somewhere you would be better suited. Remember the goal here is not only to grow yourself but to grow your business and the expertise of your colleagues and/or support staff and/or team members.
2. Clearly defined expectations – ambiguity is a primary cause of poor-quality work. When delegating, provide context on the task’s importance, outline the goals and desired outcomes, and set clear deadlines and milestones. Communication – as always – is key here.
3. Matching tasks to the right person – consider each team member’s strengths, interests, and professional development goals. Assigning work that aligns with their expertise or desired growth area increases engagement and ensures a better outcome. Don’t set yourself – or your team member – up to fail.
4. Delegate outcomes, not processes – give team members the autonomy to determine their own approach to a task. Micromanaging erodes trust, stifles creativity, and demotivates staff. A leader’s focus should be on the results, not the specific methods used to achieve them. Potato, potahto
5. Empower with resources and authority – ensure the delegate has access to the necessary tools, information, and decision-making power to succeed. Granting authority alongside responsibility is crucial for success. Again, sets team members up to succeed, not fail.
6. Establish a clear communication and feedback loop – set up regular check-ins to review progress and address challenges but avoid constant supervision (refer above). Offer constructive feedback to foster growth and also be open to feedback from the team member on how the process can be improved. You may have to swallow your pride for this one. But remember its for the greater good.
7. Hold them accountable and provide recognition – the delegator remains ultimately accountable for the outcome, but the delegatee should be responsible for executing the task. When the task is completed well, publicly acknowledge their contribution to reinforce trust and build morale. Share the pride of good work with your colleagues.
8. Start small and build trust – for new managers or when delegating a complex task for the first time, start with smaller, less critical projects. This helps both the leader and the team member build confidence in the delegation process.

Long-term benefits of strategic delegation

When done correctly, delegating complex work provides numerous benefits that far outweigh the initial fear of losing control or risking quality. By effectively delegating, there will be –

1. Faster business growth – companies with leaders who are strong delegators see significantly higher revenue growth. Harvard Business School set out that – “CEOs who excel in delegating generate 33% higher revenue” (refer below for full quote).
2. Employee development – delegation provides opportunities for employees to learn new skills, gain experience, and prepare for future leadership roles. And that’s crucial in this day and age where millennials and Gen Z have come to expect that from their employers. To retain valuable talent, investment in employees is key.
3. Increased engagement – entrusting staff with meaningful responsibilities boosts morale, motivation, and job satisfaction. And happy staff are productive staff.
4. A stronger, more agile team – a workforce with broad skills and experience is more adaptable to changing needs and less dependent on any single individual. And as we saw from COVID, having staff who are adaptable and flexible, and able to stand on their own two feet, is important. Crucial even.
5. Innovation – empowering team members to solve problems independently can lead to creative and innovative solutions. And that can – again – lead to faster business growth and sustained success.

It was Harvard Business School that had this to say about delegation –

“From a management perspective, delegation occurs when a manager assigns specific tasks to their employees. By delegating those tasks to team members, managers free up time to focus on higher-value activities while also keeping employees engaged with greater autonomy.

According to a Gallup study, CEOs who excel in delegating generate 33 percent higher revenue. These executives know they can’t accomplish everything alone and position their team to tackle tasks they’re confident they’ll achieve—in turn empowering employees, boosting morale, and increasing productivity. In the process, CEOs free up their time to focus on activities that will yield the highest returns and grow the company”.

And honestly, we can’t argue with that logic.

It’s at this point that we think the answer to this conundrum is plain for all to see – the myth about delegating complex work meaning that you will lose control (or the quality of your work will decrease) is BUSTED! Not only because it isn’t true. But also, because it’s unhealthy and unwise to carry everything yourself.

We leave you with one more thought – “The best executive is the one who has sense enough to pick good people to do what he wants done, and self-restraint to keep from meddling with them while they do it” – Theodore Roosevelt.

If you are in need of a service provider who has a proven track record or if you want to find out how to incorporate a new tool into your existing practice management suite – or if you simply want to get started with legal tech – feel free to get in touch with AJS. We have the right combination of systems, resources, and business partnerships to assist you with incorporating supportive legal technology into your practice. Effortlessly.

AJS is always here to help you, wherever and whenever possible!

– Written by Alicia Koch on behalf of AJS

(Sources used and to whom we owe thanks – Expert Business; Harvard Business School and Asana)