Delegation skills were a hot topic for Kenneth. Intellectually he knew he needed to do it. Intellectually he even thought he was doing it.
Most of the time, Kenneth wasn’t delegating, he was dumping. As we sat down, I wanted to see his list. “Kenneth, let me see the list of the stuff you are not delegating.”
“Not delegating?” he replied. “I thought we were going to talk about what I was delegating?”
“Oh, the not delegating list will be a lot more fun,” I replied. As we slogged through the list, we looked for three elements:
1. Tasks that are done on a repetitive basis.
2. Tasks which are important to the company (aligned with a goal or solving a problem).
3. Tasks that Kenneth liked to do.
Those items that met all three criteria became candidates for delegation. Take a look at your list. What are you not delegating? Which of those tasks meets the three criteria? -TF
So, if it’s a task that you don’t like to do then you shouldn’t delegate it?
Am I just confused or does that make no sense? I’d rather have people doing the things that I don’t want to do. That way I can enjoy my job more.
It’s a trap. Most managers fail because they continue to do the things they like to do rather than do the things connected with management. I’ll have more to say in Monday’s blog (Aug 1).