Are you a natural born delegator? Or a workhorse “doer” who gets things done? If you’re a doer, you’ll most likely have been frequently promoted to shoulder more responsibility.
Doers vs. Delegators
Let’s first define a doer and a delegator.
Doers complete tasks. They are natural organisers who are able to focus and finish their projects. Many become experts in one area.
Experts solve problems, while delegators involve more people and in different capacities. the future is delegated. Their ideas can persuade and influence others. They establish norms but also cause disruptions.
Effortless leadership techniques for doers
In order to help you make the shift from a doer to a delegator, here are some suggestions:
- Take a step back and consider the big picture.
The ability to step back and see the big picture is required to lead others. Delegators must end the daily grind to make room for strategic planning and goal-setting. A delegator’s job is to create (and improve) a vision for those they lead.
- Be able to talk to others.
Your vision is worthless unless you share it with others. When discussing your strategy with others, explain your reasoning. People become more motivated when they realise the impact of their actions.
- Pay attention to what is being said.
Communication is never a one-way street. Keep an open mind, respect everyone, and listen to what they have to say. Consider their feelings and desires. That doesn’t mean you have to do what others want. A good delegator uses critical judgment and knows when to say “yes” and “no.”
- Make a plan and assign responsibility.
Remember that you can’t do it all alone. Let others handle the daily tasks. It’s okay for someone to act differently than you. Most tasks and issues can be accomplished in multiple ways.
- Pay it forward.
Encourage others’ growth by demonstrating how to do it or by empowering them to learn from others. Initially, teaching others will take more time, but you will see a return on your investment as they mature into their new duties.
- Have faith in yourself.
Encourage people you lead to discover answers by elevating them but don’t micromanage the team. Allow them to come to you whenever they need advice or run into a situation they can’t handle by respecting their basic judgment and abilities.
- Ask questions, not just answer them.
Encourage others to come up with answers on their own by answering their own questions, and ask probing questions to get others to see things from a different viewpoint.
- Create possibilities for others to grow
Leaders push people to their limits, exposing them to unpleasant emotions like conflict, struggle and even failure. Don’t be someone else’s safety net. Allowing people to make mistakes and learn from them will lead to long-term success.
- Understand constructive feedback.
As a delegator, you must hold people accountable. Exceptional delegators can deliver both good and bad news, and do so in a way that fosters personal and professional growth. Remember that others may not share your motives.
- Attending too many meetings per week is bad.
Don’t try to attend every meeting. Attend only the most critical meetings to maximise productivity while also allowing time to develop a clear vision and demonstrate delegator skills. Arrange for others to meet on your behalf.
Delegators are made, not born. Like “doing,” your delegator skills will improve with practice. Leaders must be patient and attentive when delegating.