“Delegation is not about getting rid of tasks; it’s about empowering others to achieve your goals.” – Laura Stack
Nearly a decade after leaving the White House, former President Dwight D. Eisenhower sat down to write a personal letter to Dillon Anderson, his former National Security Advisor. In the letter, Eisenhower described his approach to decision-making and delegation in a way that only he could: “Many people are always saying the Presidency is too big a job for any one man… His own job is to be mentally prepared to make those decisions and then to be supported by an organization that will make sure they are carried out.”
Behind Ike’s success as a strategic leader was a simple, yet effective decision-making methodology that has since become known as the “Eisenhower box.” Often referred to as the Eisenhower Method or the Eisenhower Matrix, the framework divides tasks into four separate categories: important and urgent tasks that must be completed immediately; important, but not urgent tasks that can be scheduled for a later time; urgent, but not important tasks that can be delegated; and tasks that are neither urgent nor important that can be eliminated altogether.
Ike used his methodology to maintain a level of productivity inconceivable to others, not just during his time as the Commander-in-Chief, but over the course of decades of senior leadership. His masterful ability to delegate conveyed the trust and confidence that spurred others to help him achieve his goals, whether in uniform, academia, or in public office.
Avoiding DELEGATION: Five Myths
But few of us are as capable as Ike was in his time. Not everyone feels comfortable passing the reins on important – and even unimportant – tasks. Too many of us try to do more than we can or should. We fill our days with frustration and stress and, ultimately, burnout.
Delegation can be challenging. It involves trust, to be sure. But it also carries with it a certain amount of risk. Relinquishing control to others doesn’t always go the way you plan, and sometimes the results are not what you expected or wanted. So, when the time comes to delegate, you make excuses. You rationalize your thinking with the same worn-out justifications we’ve heard so many times that they’ve achieved myth status.
1. No one can do this as well as I can.
While this might be true in many cases, it doesn’t matter. We can’t develop our subordinates if we don’t challenge them.
2. It will be faster to just do it myself.
Again, this might be true. But it doesn’t matter. Stack up enough of these tasks, and we won’t be doing what we’re paid to do. And then we’re going to have a different problem.
3. My people are already too busy.
If so, then we’re probably doing a good job delegating. But, more often than not, this is just an excuse phrased in caring boss voice.
4. Delegation is a sign of weakness.
For some, delegation triggers a primal fear that their job is in jeopardy. We worry that if their own leaders see us delegating, it will signal that we aren’t needed.
5. Delegation is demeaning.
Nothing could be further from the truth. Delegation conveys trust and confidence in our subordinates. It’s how we invest in others and create value with a stronger team.
Delegation isn’t simply a way to get things done, it’s a vital part of leadership that helps to build high-performing teams. But getting past these myths is only the beginning.
THE GOLDEN RULES
The art of delegation is rooted in effective communication. That sounds simple enough, but human nature is synonymous with garbled communication. If something can be misunderstood, it will be misunderstood. There’s also an element of talent management involved. Although much of delegation is about developing others, we have to be intentional about matching the right task with the right individual or team.
And that’s where the Golden Rules of Delegation come into play, with each golden rule reinforcing some aspect of communication or talent management. The clearer we communicate our intent, the better.
1. Provide the 4Ws.
When we delegate a task, we need to break down the why (the purpose for the task), who (who is responsible), what (what needs to be done), and when (the deadline for completion). In the military, this is the essence of commander’s intent, which ensures that even if the situation or plans change, the objective can still be attained.
2. Provide the context.
When delegating, context is everything. We help the team understand the big picture, so they see how it fits within the broader context.
3. Provide the resources.
As leaders, we have to ensure that our team has the equipment, people, funds, and time to complete the task.
4. Provide expectations.
Be crystal clear about intent and expectations. There is no room for ambiguity or guesswork in delegation.
5. Provide guidance and direction.
No path is perfectly smooth. There will be mistakes and setbacks. Stay calm and provide a guiding hand along the way.
6. Provide feedback mechanisms.
Effective delegation requires a means to provide and receive feedback. We have to be open to dialog as well as available for it.
7. Provide follow up.
Delegation isn’t a fire-and-forget missile. Check in on the team, gauge progress, and provide steering guidance when needed.
8. Provide recognition.
Celebrate a job well done. Express gratitude. Acknowledge effort.
Building Winning Teams
Everything we need to remember about delegating is captured in the words of Laura Stack, a noted authority on personal productivity. If we want to achieve the true heights of the goals we’ve set for ourselves and our organizations, we need others to help get us there. We need to empower others with the responsibility and authority to act and decide on our behalf, while providing the guidance, intent, and resources to do so. That’s how we build winning teams.
