On Delegating
As a child, I never took particularly well to “group projects.” The prospect of being evaluated on work that was not entirely my own seemed egregiously unfair, and I usually took on as much of the project as I possibly could for myself. This mindset carried well into my adult years, as I often found myself ending professional conversations with “You know what, don’t worry about it, I’ve got this.” If the project was important, and I knew exactly how I wanted it to be done, why waste everybody’s time only to be unhappy with the results?
Last year, it became painfully clear to me that my aversion to “group projects” was having a negative effect on both my own work and that of my team. So, pushing back against decades of habit, I made a conscious decision to learn how to delegate. Suppressing my well-honed inclination towards fear and panic, I conjured up sentences like “Hey, why don’t you take a pass at this?” and “I think you would do an amazing job at this — it’s all yours!”
A few months into my noble experiment, I noticed a troubling pattern: the more work I delegated to others, the more work I seemed to have on my own plate. I was no less overwhelmed, and my colleagues seemed no more empowered. For every task I delegated to somebody else, ten more seemed to spring up hydra-style from the project’s slithering frame. What the hell was I doing wrong?
At a breaking point, I sat down with one of my colleagues in the hopes of understanding why my efforts to delegate work seemed to be backfiring so badly. This conversation led me to a stark but instructive conclusion: I had been delegating work, but not delegating responsibility. Though I passed on individual tasks to my colleagues, I still positioned myself as the central hub of communication, the keeper of deadlines, and the ultimate voice of approval or disapproval. I spent a lot of time “keeping an eye on things.” I did a lot of “just checking in” and asking for “status updates.” I had given up the work, but I hadn’t given up control.
Since then, I have been making a concerted effort to delegate not just work, but responsibility as well. Here are a few suggestions, based largely upon my own trial and error:
- Be absolutely clear what you are asking for
I do not find it easy to ask for things directly. As a result, I have often found myself offering up rambling pseudo-inspirational speeches instead of simple, clear requests. It never works very well. When you are delegating responsibility, be clear and unapologetic in your ask: “I would like you to be responsible for this.” - Be upfront about your non-negotiables
In my early efforts to delegate responsibility, I often erred too far on the side of “you’re in charge, whatever you want!” when there were specific things I really needed to see from the finished product. I now try to be as clear and upfront about these things as possible, rather than hoping that the person to whom I’m delegating will just happen to approach things the same way I would. Being upfront about what you need helps avoid miscommunications and hurt feelings. - Don’t “check in”
Delegating responsibility also means delegating the overhead and anxiety that comes with “checking in” on a project’s status. Make it clear that you are available as a resource, but let the person to whom you’ve delegated take the lead on checking in and asking for feedback. Let them handle the timetable and deadlines. - Don’t nitpick
The scariest part of delegating responsibility is often knowing that the resulting work won’t be exactly what you would have done. Whether you’re looking at the finished product or giving feedback along the way, be very thoughtful about how you express differences of opinion. If you feel that something does need to change, try your best to discuss those changes in terms of how they relate to the project’s goals, not what you like or don’t like. And if you feel that a point of disagreement is not mission-critical for achieving the project’s goals, consider picking your battles and moving past it altogether. - Make time to retrospect
Follow up with the person to whom you delegated when the work is complete, and ask them what you could have done to better support them. If you’re feeling extra-saucy, tell them that they are also responsible for giving you the necessary feedback for you to help them succeed.
Happy delegating!
