A few years ago, Frank, a senior leader, asked if I could run a training program to teach his people how to delegate better. When I asked him what problem the program would solve, he shared his frustration.
Frank wanted his team to think together about where they were taking the company and how they were preparing it for growth. Instead, they were focused on the operations of the level below them – either doing the work or closely supervising the regional managers who reported to them.
Instead of looking outward at the horizon, thinking about what was happening in the marketplace, with their customer and vendors, and instead of thinking about how they would build their team, leaders spent their time looking downward, immersed in the details of work at the level below them.
It had become clear to Frank that this was happening at every level in the company. The regional managers were doing the work of the district managers. The district managers were doing the work of the store managers.
Was this simply an issue of skills? I wondered why, after working so hard to be recognized and promoted, would a leader continue to do the work of the level below them? There must be a good reason.
Frank and I came up with ten good reasons you, as a leader, might have for not wanting to delegate to your direct reports.
- It’s easier and faster to do the task yourself.
- They might not do it right.
- They don’t want additional responsibilities and it’s not fair to give them more.
- Your own accomplishments might be eclipsed by their success.
- You might be seen as dispensable.
- They might make mistakes that will affect your reputation.
- Your old job was more interesting and fun.
- You won’t be seen as the one doing the most work, working the hardest.
- It’s not clear what you’re supposed to do in your new role and it’s more comfortable to do what you already know how to do well.
- That’s how everyone acts. Your boss is micro-managing you.
After reviewing the list, Frank and I discussed what would be the best solution. These reasons are deeply rooted in people’s attitudes and the culture of the company. If indeed the issues were as pervasive as Frank believed, sending his people to a skills training program might not produce the results he desired.
Do you, or someone you know, find it difficult to delegate? Chances are there is a good reason. Is it one of these?
Dear Jesse,
These are all solid reasons (excuses) not to delegate. Each one reflects the delegator’s personal fear or resignation to the way things have always been. Modifying behavior, in this case, starts with Frank. What is he rewarding/encouraging? What is he evaluating? What message is he sending that leads to a defensive stance by his direct reports? What obstacles are in place that discourage what he desires.
I would add one more reason I have heard that people don’t delegate: You don’t want your staff thinking they deserve more for the “extra” work (pay, promotions, etc.) In a tightly-structured environment, this can lead to dissatisfaction and turnover.
Fundamentally, skills training builds skills. Too often managers see organizational problems as having training solutions. Understanding the need, its causes, and the environment are necessary to implement effective strategies. When Frank sees that there’s more to this than a training program, he’ll be on his way to building his organization.
I appreciate your insightful comments, Helen. Thanks for contributing reason #11 – “They might want to be paid more.”
Frank did agree to look at his own behavior before he expected others to change theirs, and as you surmised, we discovered he was not delegating much either – for good reasons (from his perspective).
Your point about managers jumping to training solutions to fix organizational problems is well-taken. The challenge is how to balance the dynamic tension between expecting people to take personal responsibility for their own behavior (e.g. reluctance to delegate) and taking responsibility to address the issues in the environment.
Jessie, I read your post with great interest, but found I was still curious as you concluded. What did you and Frank decide to do to help the teams work well together?
Short answer is: we began a change-initiative where training supported the initiative, but didn’t drive it.
Longer answer: because the attitude was so pervasive throughout the company, we approached it through 4 avenues. 1. Support for Frank (Through coaching, he began delegating). 2. Aligning the leadership team (They shifted their agenda from operations to strategy, and delegated more of operations to the regional managers team.) 3. The topic was the major focus of the regional managers’ meeting and the district managers’ meeting that year -discussions on what their role should be and what they needed to delegate. Supported by training in when and how to delegate effectively. 4. The performance review system was modified so roles were clearly defined and goals were set according to role.
But I would like to emphasize that when you realize you need to change your personal behavior, it is not necessary to wait for a major change initiative in order to begin.
Jesse, I agree with Helen that many of these are excuses. They may be “good” for some people in the short run, but not necessarily for the organization. The behavior is stifling growth.
Well-said, Anne. In the end, these are all excuses because as you pointed out, they stifle growth – of individuals and of the company.
Hi Jesse,
Thanks for another useful post. I respect that you give back to the leadership community.
I think I’ve used all of the excuses for not delegating. Today, I still repeat in my head, “Stay out of the way.”
The thing I loved most about your post is the leadership shift from an inward to an outward focus and working to build the team. Without intention leaders eventually yield to the magnetism of an inward focus.
Best,
Dan
Thanks, Dan. “Stay out of the way” is a good mantra. 🙂
Thanks for bringing the importance of intention into the conversation. I love the way you state it: Without intention leaders eventually yield to the magnetism of an inward focus.
I do agree with your point that the reasons listed are steeped in culture and attitude – organisationally, departmentally and individually (in the sense of the collective and the individual).
I believe there’s not one simple answer to the question of whether to delegate or not. Training being one option, and if the training is built on thorough diagnostic work, the excuses/reasons not to delegate can be handled effectively: whether the outcome be delegation and/or skilling the level appropriately.
It seems delegation is quite topical, irrespective of the view of it or from where one handles its treatment. Here: http://tinyurl.com/3j7cohx is my wrap up of delegation from a series of posts.
Your perspective on people doing the work of the level below them is interesting, and a very present and real issue across many industries and organisations. I’m not sure of its direct relation to delegation as much as a result of a ‘dumbing down’ + the result of the Peter Principle (of being promoted to a level above competence). You have got me thinking, thank you for a great post.
Sally, Thanks for your insightful comments and the link to your excellent series of posts on this topic. I do believe the Peter Principle exists, but how often one see it as the explanation for a situation might depend on one’s own beliefs. Glad my post has got you thinking – that’s the point.
Jesse, I always enjoy your posts. I personally have been guilty of most of the list, but #7 and #9 are a growing small/medium size businesses nightmare. As the business grows, and the technical specialists who helped build the growth are promoted, they can’t help themselves but enjoy getting stuck in the thick of the detail as opposed to the managing aspect of their new role. It’s great when people see the root cause and find a work around, but it is sad when they can’t be a technical specialist because the company grading structure does not factor for the salary when you are not “managing people” or have “manager” in your job title. Square peg, round hole and you are left with an unhappy manager and unhappy staff member who feels micro-managed.
You brought up some great points Thabo. I agree that it’s unfortunate and short-sighted to force people into a position where they have to choose between doing work they love and going into management. When people who are excellent individual contributors in a technical position go into management for the money and/or status, everyone looses out – them and the company. Some innovative companies are exploring how to reward their best technical experts, but it’s not common.
This post and the thoughtful comments that follow, all point to possible explanations for not delegating when doing so would be more appropriate,(and indeed necessary) for the good health of a business or organization.
To take a different perspective and perhaps add another dimension to the conversation, I offer a post I wrote called “Taking Charge ~ When NOT to Delegate”
http://gwynteatro.wordpress.com/2009/05/12/taking-charge-when-not-to-delegate/
I think your post, Jesse and this one, points to the difficult choices leaders must make to achieve the right balance between not delegating enough and delegating too much.
Thanks for another rich and thought-provoking post.
An excellent post, Gwyn, and great complement to this one. Thanks so much for sharing it!
I think it is essential for every manager to stop making excuses and start delegating.
When managers have a problem with letting go of control, it leads to a lot of problems. Wanting their say even in the smallest of decisions leads to them ending up being bogged down by ‘small details’. The incapability of being able to delegate a task and trusting that the work will be done results in work progressing at a very slow pace, or not progressing at all.
Managers need to learn how to delegate tasks (and to whom). Besides, it is really suffocating and constricting when a boss doesn’t give enough of a free hand to his people. Employees don’t give in their best when they feel like all their actions are being controlled. So some amount of power and responsibility needs to be DELEGATED. And this can only be done when there is TRUST and RESPECT for every individual.
– Sindoora (http://www.beyondhorizons.in)
– Sindoora (http://www.beyondhorizons.in)
You describe quite well what happens when managers don’t delegate. None of the excuses I listed make up for the negative effects you describe so well. Thanks for further illuminating the issues, Sindoora.
Thanks Jesse for this insightful post. I will be glad to read more.
So glad to hear that Geoffrey!