Why We as Women Need to Learn to Delegate
Why Women Need to Delegate?
You need to be more essential and less involved. When you justify your hold on work, you’re confusing being involved with being essential. But the two are not the same — just as being busy and being productive are not necessarily equal. To know if you’re guilty of holding on to too much, answer this simple question: If you had to take an unexpected week off work, would your initiatives and priorities advance in your absence?
This means shaping the thoughts and ideas of others instead of dictating their plans, having a sought-after perspective but not being a required pass-through, and seeing your own priorities come to life through the inspired actions of others.
Too many of us are in a constant state of overextension, which fuels an instinctive reaction to “protect” work. This survival instinct ultimately dilutes our impact through an ongoing, limited effect on others
I lead people, priorities, and projects — in that order
A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. Delegation of Authority means division of authority and powers downwards to the subordinate.
Delegation is about entrusting someone else to do parts of your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to the subordinates in order to achieve effective results.
Duplicating the energy to accomplish the objectives within the scope of your responsibility or targeted goals. OR the Power of Many
Understanding the Role of Delegation within your team
Start with your reasons. When people lack understanding about why something matters and how they fit into it, they are less likely to care. But if you give them context about what’s at stake, how they fit into the big picture, and what’s unique about the opportunity, then you increase personal relevance and the odds of follow-through. Instead of giving just the business justification, make it a point to share your reasons. You can’t motivate somebody to care when you can’t express the reasons why it matters to you
Okay, so now I have delegated…but how do I remain in the loop
Engage at the right level. Too involved, and you could consciously or inadvertently micromanage those around you; too hands-off, and you could miss the critical moments where a supportive comment or vital piece of feedback would be essential. To pick your spot, simply ask people what the right level is based on their style
Practice saying “yes,” “no,” and “yes, if.” Start by carefully assessing every demand that comes your way, and align the asks with the highest-valued contributions that you’re most skilled at making. For those requests that draw on this talent, you say yes and carve out the time and attention to be intimately involved. But for those requests that don’t align, you say yes, if… and immediately identify other people to accomplish the goals through their direct involvement. You may still consult, motivate, and lead — but you’re essential as the catalyst, not as the muscle doing the heavy lifting