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The Art of Delegation: Unleashing Potential, and Achieving More Through Others
Author’s Note
I've always been fascinated by the concept of "doing more through others".
On the one hand, it appears lazy and manipulative, but on the other, resourceful and ingenious.
And whilst I've seen, heard of, and can–more easily than I think is healthy, recount cases of leadership manipulation, I can also cite many other examples of delegation done right, and the effects it can have on the growth and sustainability of any successful movement, or team.
During my A-level studies, I stumbled on a man many would describe as a godfather of the social sciences discipline–Adam Smith. In one of his famous works (The Wealth of Nations), he uses the illustration of pin making to convey the power of "division of labour"; a precursor to delegation.
Smith lists the different stages involved in the pin making process, as well as the estimated number of pins to expect from one person, and then from ten people. He states that if one person engaged in all eighteen tasks alone, they might not make more than 20 pins in one day. But, if ten workers shared the eighteen tasks amongst themselves, a mind blowing forty eight thousand (48,000) pins could be produced in a single day! You didn't read that wrong. It isn't a publisher's error. Yes, 48,000 pins!
I remember the first time I stumbled on this fact. I couldn't believe the exponential increase in results from one worker to ten. That's 2,400 times more than if one person tries doing it themselves. Whilst the process for manufacturing pins has probably significantly developed since 1776, the point remains... "If you want to go fast, go alone. But if you want to go far, go together".
The overwhelming evidence (in favour of delegation) aside, the painful truth is, many leaders don't delegate at all, or don’t delegate as well as is necessary for the growth and sustainability of their teams and organisations.
Of the many excuses that tend to be given, five major reasons surface as the recycled barriers to successful delegation. By “recycled” I speak to the different variations of the thoughts presented below…
"If more people are involved in the process of delivery, wouldn't that make me less needed/important?"
"I've tried to "release" tasks to people before, but found that I spent soo much time explaining what they needed to do, and correcting what they had done, that I gave up and just did it myself".
"No one is me, and that is my power, so when I allocate some tasks, they might miss the details that are important for success."
"Where do I find skilled people that I can easily commit key responsibilities to?"
"I don't know how to delegate. I've just always learnt to do the things that will benefit the team. Why can't everyone else adopt the same attitude?"
Until delegation is seen as an ally, and not a foe, she will not be correctly utilised by those who could do more by adopting her methods.
Through this body of work, I hope to give a step-by-step breakdown of how to delegate, and also address some of the misconceptions, and hindrances to proper delegation.
When delegation is done right, leaders are free'd up to focus on the things that really matter, and are also empowered to do more. Contrary to limiting beliefs, delegation is possible regardless of industry or apparent lack of skilled team members. Delegation is NOT a sign of weakness. Delegation done well, still involves adequate oversight and generally increases overall productivity.
The majority of my delegation experience (so far) relates specifically to youth, young adults, and young professionals (18 - 35), in a volunteer led setting.