The success of any organization is directly correlated to the strength of its leadership. Effective leaders make the best use of their personal skill set, as well as the individual skill sets of each team member. The role of a leader is to guide a hardworking team towards success.
However, for many leaders, the scope of their daily schedule involves far more hands-on work than their role would imply.
As Marion Barraud of the Harvard Business Review points out,
“One of the most difficult transitions for leaders to make is the shift from doing to leading.”
Think about it. Individuals earn a position of leadership because they have shown excellence in doing their jobs. Great leaders tend to be hardworking, detail-oriented people who know how to “get the job done.” These are the qualities that made them successful, but they can also make it difficult to trust that other people are also capable of producing results.
For some, this transition from doing the work themselves to guiding a team of qualified and effective people is relatively seamless, but for many, there can be bumps to work out along the way.
At some point in your life and career, you’ve probably worked for someone who couldn’t seem to stop micromanaging everything. From leading meetings and long-term planning to basic administrative details, they had their hands in every aspect of the business.
These are the leaders who, despite their job description, have a difficult time letting go of their ingrained habit to do the work themselves. They have to learn to trust other people to do the work as effectively as they could.
Delegating and trusting others is often easier said than done, but the implications of not doing so can be substantial.
You may find yourself missing out on opportunities for planning and forward growth when you spend time on low value tasks rather than charting a course and developing your team to achieve results.
Additionally, leaders who struggle to delegate also run the risk of losing the support and dedication of their team. Micromanaging sends the message, “I don’t trust you to do your job” which can destroy the positive culture of your organization.
On the flip side, when a leader is clear on their own role, and allows their team the space and creativity to do their jobs, they will have happier and more productive team members, more time and space for innovation and growth, and greater overall success as an organization.
Now think about yourself as a leader…
- How well do you delegate tasks and responsibilities?
- Do you trust the members of your team to work effectively and competently?
- Do you know your personal skill set? Have you identified the tasks that can’t be done by anyone other than you?
- Have your team members been placed in appropriate roles that best utilize their skills?
If you are ready to evaluate the strength of your own leadership in order to better serve your organization, you don’t want to miss out on my upcoming FREE Assess For Success: Grow and Retain Top Talent In Nonprofit Organizations Virtual Summit.
This three-day online summit will provide you with expert knowledge and tools to continue growing your organization. Mark your calendar for March 4-6, 2020 and click HERE to save your seat!
RESOURCES:
https://hbr.org/2017/10/to-be-a-great-leader-you-have-to-learn-how-to-delegate-well
