I learnt a valuable lesson about delegation at the point in my career when I was promoted to a management role for the first time.
The feedback from a 360 degree exercise showed that I wasn’t delegating enough to my team – and that as a result I was taking on too much and heading towards burn-out.
It’s a common scenario people face when they pick up managerial responsibility. They feel they need to carry on doing their own job, while also taking on everything that goes with the territory of managing a team. It often takes time for them to realise that the skills that got them promoted are not what they being measured on now. The success criteria has shifted, and in fact managing people and getting the best out of the team isn’t an add-on to the new job, it is the new job.
I’ve learnt over time that letting go and delegating tasks to others makes sound operational sense. It gives you as the manager valuable head space and allows you to concentrate on the strategic aspects of your role and the important decisions that need to be made.