The three C’s of Delegation

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The three C’s of Delegation

The three C’s of delegation

Last week I talked about the struggle leaders have with Delegation. The fear of being perceived as bossy or perhaps not having the confidence in your team to hand over control.

This week I want to explore the three C’s I spoke about:

CONFIDENCE | COMPETENCE | COMMITMENT

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CONFIDENCE

As a leader, you are the catalyst for delegation. At some point, the workload becomes too big for one person and the decision is made to delegate.

This is the crucial tipping point and to ensure you delegate the right way you must be aware of your own Mindset.

How you feel about yourself, your team, the organisation and the value they bring, will influence your decision making.

The way you delegate will be affected by the thoughts that are running through your head about the tasks you are delegating and the people you are delegating too.  

How confident are you in your abilities,
the abilities of the team
and how brave are you to make the leap to delegation?

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COMPETENCE

Deciding who you will delegate to should be more than an opportunity for you to clear some mundane tasks from your to-do list. This is an opportunity to build your team and surround yourself with a cast and crew able to make a Box Office hit.

If your team doesn’t currently have the competence, how can you provide opportunities for learning, how can you upskill people? What investment are you making in your team?

Delegating to a person with the right level of competence or potential for competence is vital, picking the first person who walks into your office when you decide to delegate is probably not going to be a successful strategy.

"One way to ensure Delegation won't work
                                                    ...is to choose the wrong person" - RB

A common mistake is choosing a person who feels they don’t have the time or skills to do the task, compounded with poorly explained expectations and not checking in regularly.


COMMITMENT

Once you have found the right person or people it’s important that all parties make a commitment to this change.

Make a commitment that you will be:

  • clear in your dealings and expectations,
  • supportive
  • motivated by their success

They, in turn, must commit to:

  • communicating
  • asking for support
  • accepting the change

Tony Robbins, in his article "Commit to Change" explains that making a change requires a commitment, but more than that, it requires action.

As he says, “The reason people don’t commit to a decision is that they don’t act on it.”

You must take action, set up the first check-in meeting for a weeks’ time in your calendars, ask the person to write a task list for the process you have delegated, write the list of measures that will show you the person has been successful.

Do something that will show you both you are serious about this and then keep that momentum going until you realise you don’t really need to be involved anymore……

--------- Rebecca -----------