“So, how much time do you want to save?” I asked again.
“It’s going to take me an hour to complete the task. If I can delegate it, it will save me one hour. That’s how much time I want to save,” Roger replied.
“Pittance,” I said.
“Pittance?” Roger didn’t understand.
“If all you are going to save is one hour, then you should complete the task yourself.”
Roger sat upright, a little surprised. “But, I am supposed to delegate more. My manager has been encouraging me for the past year to delegate more. Now, you are telling me I should do the work myself.”
“If you think, all you are saving is one hour, then, what’s the point of delegating. I am looking for leverage from your role. I want you to save one hour and get five hours of productivity. I want you to save one hour and get ten hours of productivity. Twenty hours, fifty hours. You will never get that kind of leverage if you think delegation is a time management tool.”
“But, you said that delegation was my most powerful time management tool?” Roger protested.
“It is,” I responded. “But, it is also your most powerful people development tool. If you think about delegation as time management, you will only gain one-to-one leverage. To get one-to-five, or one-to-twenty, you have to think about delegation as a people development tool. That’s the real power of delegation.”