Yep...that's it.
Oh, okay, sure...I know there are many more things that come with being a decent manager, much less a good or great one. However, the common trait of managers I've been around who have employees that consistently produce the best work with the least amount of complaining are the ones who can let go of work and not micromanage their employees on the projects they're given.
Not delegating work minimizes your productivity as a manager
As a manager, you only have so much time in the day to get your work done and much of it is stuck putting out fires, ducking in and out of meetings, refereeing spats between departments and getting those precious 20 minutes to get some work off your desk.
That's why the best managers can loosen their grip on projects and pass them along to their employees to get them done. The managers who constantly seemed overwhelmed and rushing from here to there all day long, don't.
The ironic thing is that managers who cannot delegate work often don't see themselves that way, which is why I put together this list. If you have ever used two of the following excuses to not delegate work, you have a problem that should be easy to fix. Four or more will take some work but you can still do it. Seven or more means your staff probably hates you and you're reading this because 10 of your employees read this blog, saw you in it, and left 100 "anonymous" copies of it on your desk, stuffed inside your purse or coat pocket, or under your windshield wiper in the parking lot.
So, take a seat on the couch, lean back, and breathe deeply -- we'll work through this.
Here's a list of nine common psychological barriers that prevent managers from delegating:
1. I can do it better. Maybe you can. You're the boss for a reason, after all. But, like motorcyclists who pop wheelies on the freeway, now is not an appropriate time to show off. You have other more urgent projects that require your attention.
2. Lack of patience/time. You're swamped, too busy to explain the nuances of the project to your employees. Take the time - scratch that, make time - to train your staff: It's a long-term that pays seriously worthwhile dividends in the future. The more your team knows, and the more you learn to depend on them, the better, healthier, and more productive the overall relationship.
3. Lack of confidence in your subordinates. You don't trust your employees' abilities, so you don't assign them complex projects. It's a vicious cycle - they'll never have the ability if you don't provide them with the opportunity to learn.
4. Insecurity. New managers often can't resist the temptation to go back and micromanage their replacement. Give it up. Your old job isn't part of your new one.
5. Anxiety. Tackling all comers, you think, is a wonderful way to prove yourself to upper management. On the contrary...delegating tasks is a great sign of maturity and confidence.
6. Fear of rejection. You worry underlings might resent you for slapping them with an extra assignment. If they're worth keeping around, they should be eager to take on added responsibility and increase their visibility. Likely, they'll thank you for demonstrating confidence in their aptitude.
7. Feelings of inadequacy. What if, you wonder, the person to whom I assign the project outshines me? (Here's a clue...it looks good on you as his or her manager!!!)
8. Inflexibility Old habits are hard to break. If you've done a job for a long time, you may not even consider the alternative of passing it on to someone else.
9. Occupational hobbies. "Pet" projects are a sneaky way for managers to get sidetracked. They're also a great way to throw away your limited time and energy.
The bottom line is simple: It's time to let go. When it comes to your managerial life, you'll have to get over your fear of detachment. Consider this to be your intervention.
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