What stops you from delegating?

What stops you from delegating?

Mention actions to remove obstacles in the delegation process.

You could spend that precious time preparing your next service, webinar or client sessions while a virtual assistant does that work much faster and for much less money.

What if you could dedicate that time to your business, reviewing metrics, planning, creating new products/services? Or maybe you prefer to dedicate it to your family, to your personal growth, to your hobbies?

For that, you simply need to hire a person to do your house cleaning a few hours a week. Surely that person will cost you less money because, in addition, he or she will surely do the same tasks in less time.

Now tell me, are any of these false beliefs holding you back when it comes to delegating? If you want, you can leave me your comment here on the blog or on social networks, I promise to read and answer you.    And if you think this post can be useful for other people, don’t hesitate to share it.

Delegation of decisions

The perfectionist is not only a perfectionist with others, but also with himself. But his vision of perfectionism does not allow him to relax at the idea of entrusting another professional to carry out a task for which he is objectively prepared.

Delegating is a gesture of responsibility when it is done correctly, i.e. when this trust is placed in a person who is prepared to manage this task. And yet, the interpretation that the subject makes of this act itself influences the meaning of this choice.

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This is one of the universal beliefs par excellence. An expression that can materialize in the form of “I cannot delegate”. A perception that it is possible to overcome from one’s own experience by checking what happens in case of taking this initiative.

Steps to effective delegation

During long-term projects, there comes a time when you are forced to delegate parts of the main task to someone else. However, sometimes it takes a lot of effort to leave the project in someone else’s hands.

In a 2013 executive coaching survey conducted by Stanford University, 35% of CEOs said that delegating is an area they need to improve, while 37% said they actively try to improve these skills. So why do more than a third of all executives say they need to improve their ability to delegate tasks?

I asked several managers, supervisors and business people during a Slack chat why delegating is naturally difficult and received three great responses that summarize the different barriers to effective delegation.

One manager stated, “Questions always arise when delegating. Just as I share in the successes, I have to take the blame for failures due to command responsibility, to some extent, of course.”

Obstacles to delegation

Álvarez de Mon believes that it is also internal fears that prevent managers from delegating: “The boss who delegates well is the one who assumes that at some point there will be a mistake”. On the other hand, lack of self-confidence is another cause of this obsession with performing all the tasks oneself. “This stems from not accepting one’s own failures. It is a paradox. The excuse for not doing it is always that you don’t trust that others will do it just as well, but, at the same time, it is personal insecurities that prevent you from entrusting part of the work to other people,” says the IE University professor. The fear that something might go wrong leads to a greater need for control and, again, a concentration of actions. “Insecurity makes you trust no one else, only yourself, and very badly,” he concludes.

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An idea with which Fatima Gomez, professor of the Master’s Degree in Human Resources Management at the European University, also agrees. “Delegating is not just about assigning tasks, but you have to give power so that these decisions can be made,” she describes. A process in which you not only need to trust, know and train people, but also know how to communicate correctly what is expected of them. “You have to make sure you communicate very well what is needed, in what time frame, what the objectives are and what methodology it is advisable to follow,” he continues. All of this, with the aim of allowing people to be as autonomous as possible when it comes to carrying out these actions. Being too dependent on the people to whom they have been delegated means that they are not committed to the objectives and slows down innovation, says Gómez, who also notes that the younger generations and women have a greater capacity to work in a more collaborative way.

What stops you from delegating?
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