Tag Archives: necessity

A Shift in the “Why?” of Delegation

“I know I have to actually delegate something to make progress,” Ruben confirmed. “But I get to work, things start to happen and before you know it, I am up to my elbows in problems.”

“Tell me what you want to happen,” I prompted.

“It’s not what I want to happen, it’s one thing after another. For example, I can take you through yesterday, minute by minute and you’ll see what I’m up against.”

“I believe you could take me through, minute by minute, but explaining what happens doesn’t change things. Tell me, Ruben, what do you want to happen?”

“I want to be a better delegator.”

“Now, change one element of your thought. Change want to necessary. It is necessary for you to be a better delegator.”

Ruben looked at me with lizard eyes.

“Why is it necessary for you to be a better delegator?” I asked.

“So, I can be more effective?” Ruben floated.

“No, it is necessary, because if you don’t delegate, you can’t play the role. And if you can’t play the role, then we have to find someone who can. That’s why it is necessary for you to become a better delegator.”

Necessary

Ted bit his lower lip. “I am ready,” he said. “Right now, being a manager is not much fun. If I was better at this, if I knew what to do, things would be easier. I want to make this happen.”

Wanting is not enough,” I replied. “You have to make it necessary.”

Ted looked sideways. “What do you mean, make it necessary?”

“You may think that high levels of performance are driven out of desire, team spirit and rah, rah. But that sputters out eventually. When you don’t feel well, your desire gets weak. When your team has an off day, the rah, rah disappears. All of that will impact your performance.

“The only way that high performance can be sustained is if that high performance becomes a necessity. It will only be sustained if there is no other way. Necessity. Necessity drives high performance.”

“I am still not sure I understand,” Ted said. “What makes something necessary?”

“Something is necessary only when there is no other way. Look, Ted, you think you want to be a better manager. That will only sustain you when you feel like it. Unless becoming a better manager is necessary, you will ultimately fail. But if there is no alternative, if becoming a better manager is a necessity, then you cannot fail.”