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How to create loyal and promotable staff by freeing up more of your own time

How to Create Loyal and Promotable Staff by Freeing Up More of Your Own Time

«There is nothing in a caterpillar that tells you it’s going to be a butterfly»- Buckminster Fuller.

Effective delegation is both a skill and an art. Having and using this ability has many significant benefits and is of the utmost importance. It is a vital component in the toolkit of any leader. And yet, time and time again I come across leaders who do not use it effectively or anywhere near enough.

I hear many ‘reasons’ (read ‘excuses’) for this:

* ‘My team already have too much on their plates. I cannot pile on any more. It wouldn’t be fair on them and they would resent it. So I do it myself.’

What evidence do you have that they would resent it?

How can you help them to empty their plates a little so that they can take on delegated work?

If you delegate the right task, at the right time, to the right person and in the right way, the more likely reality is that they will show gratitude. They will be happy at the increase in their sense of responsibility, they will feel empowered and trusted. And as they begin to act up rather than act down they will notice themselves becoming more promotable. All of this will inspire more loyalty not less.

* ‘It’s easier and quicker if I do it myself.’

This may possibly be true the first time and it may not.

It may take a little time to explain or teach a member of staff how to complete a particular task the first time, but once they’ve got it and can finish it unaided this can only save time for you.

And is this ‘reason’ completely accurate in the first place? Or are you just using this as an excuse because there is some other reason you don’t want to give the task to someone else?

Ask yourself ‘What is honestly stopping me from delegating this task?’

* ‘If I’m truly honest I just think I’ll do a better job of it than any of my team. So it’s best if I get on and do it.’

Well done for being this honest with yourself. It’s a tough one to own up to! But what evidence do you have to support that statement? How do you know for sure unless you give them a try? How sure are you that you’re not just finding another excuse to hold onto something that you now need to be letting go of?

* ‘I know it’s not my role to do that any more, but I really enjoyed that part of my job before I was promoted and I want to carry on getting involved to that extent.’

Mmm. As you continue to climb your career ladder it is imperitive for both you and your staff that you act at the level you have reached plus spend time acting up to the next level. If you act at levels below your position you use up time unnecessarily (which can result in severe effects on your work/life balance, plus stress caused by impending deadlines and overwork). Importantly it also inhibits the progress of your staff’s climb of their own career ladders.

So how do you delegate effectively?

Well that is too lengthy a discussion to go into here, but if I have raised your awareness and you have accepted that delegation, properly done, actually leads to more loyal and happier staff who have a willingness to go that extra mile; and you have also realised that you need to be delegating more effectively and more often, then that is a very good start!

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