By Emilie Shoop, Creator and Leader of Shoop Training & Consulting
Now that you are the manager or supervisor you need to stop doing the work. Now, I’m not saying you won’t have any work to do! Sorry, you won’t get off that easy here. What I am saying, however, is that your role has changed. It is no longer your job to get the bulk of the work done, but to manage it getting done. There is a big difference.
Moving into a management role requires learning and utilizing the art of delegation now more than ever before. Delegation is important for not only your development (and sanity) but for the development of your team. Let them do the work and amazing things will happen.
Most people realize and understand the need to delegate. So what happens to prevent us from doing it? Why are there so many books and workshops about it? Where do we lose control of it? Here are Five common senarios that prevent managers from delegating.
It is emotional.
Especially when starting a role as a manager for the first time, there is that feeling of wanting to prove you are qualified for the role. Some see it as a sign of weakness when they delegate. Others feel guilty that they cannot get everything done. It’s ok! You are not supposed to do everything as the manager. Remember, it is your job to ensure the work required of your team is accomplished.
It is easy.
Often, people are promoted from within a team. It is very easy then, to keep doing work that you did for the team beforehand. At first, it may seem like you are helping the team out by not offloading that work onto them as you move into your new role. Unfortunately, it does more harm than good in the long run. Taking on those tasks will not allow you to spend 100% of your time managing and leading the team.
It is comfortable.
Then there is the issue of comfort. It is comfortable to do work you used to do before your promotion. It is comfortable to do tasks you could delegate because you know you can do them well; maybe even in your sleep! It is uncomfortable to grow into your new role no matter how excited you are about it. Growth is definitely scary and thrilling all at once.
It is a matter of time.
When you do delegate, there can be a feeling of “it would just be faster if I do it myself.” While on the surface this appears true, it is not. Delegating a task involves the opportunity cost. The delegated task frees up your time to do something else. The person who does the task is allowed the opportunity to shine at completing it. Both parties benefit from delegation.
It is a bother.
There are times when the task that needs to be delegated is repetitive and possibly boring. It makes you second guess delegating it because you value the person you are delegating the task to. Try looking at it this way: if you see your manager doing all the day-to-day repetitive tasks, how much confidence will you have in his or her ability to plan for the future and lead the team toward success? Not much. It will appear that being the manager just means the same work, different title, and maybe a bigger paycheck. That is not how you want your team to see you! Do not worry about it being a bother for them to do the work!
Stop and do a self-check:
Do any of the above scenarios sound like you? Are you delegating enough of your workload so you can focus on managing and leading your team? Or do you feel like you just have a new title but are continuing to do all the same old work?
If you are not sure, monitor your work over the next three to five days. Keep a diary of everything you are working on…EVERYTHING. It is also very helpful to track how long it takes you, but that is not necessary here. After the three to five days have passed, take a look at your list. Is there anything you should be delegating?
Now, think about the environment you want to create for your team. Do you want a team that is forward-thinking, efficient, empowered and growing? By stepping back and figuring out what you can delegate, you will work toward each of these goals. The more you delegate, the more the team can contribute. The more the team can contribute, the more successful your team will be!
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First Time Manager or Supervisor Expert for ManagingAmericans.com, Creator and Leader of Shoop Training & Consulting
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