3 Step Process for Passing the Baton

Do you find that when you give your team members things to do, you continually need to fix them up, that they are not done well enough for you, and there is a lot of work you need to do again? Do people get confused when you give them things to do? This is a big problem for many leaders, and it was for me, too. The reason I can talk to you about it now is that I was able to overcome it. So, stick with me because this week I want to round off our conversation about achieving results by helping you find an antidote to this problem. 

Hi, this is Grant Herbert, leadership and sustainable performance coach, and today I want to round off our conversation on achieving results differently by teaching you a three-step process for passing the baton.  

This month, we have been discussing the shift from doing everything yourself to achieving results through others. This is one of the major challenges for leaders because it is a fine line between getting results from your efforts—which you still need to do—and trusting others to represent you with their efforts as well.  

The reason this happens, and why it does not make sense when you are so busy and overwhelmed yet still hesitant to delegate, lies in the psychology of your identity. It revolves around trust and the triggering of 3 universal fears: the fear of not belonging, the fear of not being enough, and the fear of not being liked or loved. When you allow others to represent you by passing tasks to them, it can feel like losing control. As I mentioned last week, it is not what happens but what you make it mean. If you believe delegating tasks diminishes your value, exposes you to criticism, or risks approval from others, then you need to shift how you think about that. 

Last week, we also talked about moving away from the traditional concept of delegation. Delegation is an old-school term, but as leaders, you need to develop your people. Teaching new skills to team members is about growing individuals and enhancing team capacity. By shifting your thinking and understanding that developing your team means teaching them skills and distributing the workload more evenly, you can realise that delegation does not take away from you—it adds value. It is about passing the baton, knowing that your role evolves in the process.

I love processes, and although I am not naturally process-driven, I have learned to ensure that I have processes in place so that I know exactly what steps to take. When you have the certainty of knowing what you need to do, when you need to do it, and how you need to do it, much of the fear disappears. I want to share what has worked for me, and I encourage you to try it. As I mentioned, you need to bring this new mindset with you. You need to adopt a way of thinking that says, “I am not delegating; I am developing. I am not giving away; I am adding to.”  

With that mindset in place, let us now explore the process.  

There are three parts to this process. However, before we dive into the steps, there is another layer of understanding I want you to have and that is the distinction between giving someone a task and giving them responsibility. 

As a leader, you still need to retain responsibilities. At your level, you are accountable to those you report to for your team’s results. Problems can arise when you simply decide, "I am not doing this anymore. I am giving it to someone else.” I have made that mistake, and it can put undue pressure on the other person, especially if they are not ready for it. This process is not about completely letting go; it is about teaching someone the skills incrementally and gradually allowing them to take more ownership of a particular skill. You also need to recognise that tasks exist within a broader context. There might be a larger project or an overarching responsibility. Ensure you are teaching people tasks appropriate to their level while also enabling growth. 

As a leader, I believe in adding a little stretch. During my military career, I rarely stayed at the level I was trained for. I was often placed in roles beyond my pay grade, which allowed me to stretch and grow. It was daunting, and support was not always available, but those experiences helped me develop. Stretching people can be beneficial, but you need to understand them and provide support to ensure it helps rather than hinders.  

Now that we have laid this foundation let us talk about the three steps in the process. 

1. Watch me do it. 

People learn in different ways, whether visually or audibly, but the most effective method is demonstration. Instead of simply explaining the task, show them how it is done. Let them observe what you do, ask questions, and gain clarity. Have them reflect on what they think you are doing and why you are doing it. Understanding the “why” at a higher level is crucial. Where does this fit in? Why is it important? So that is the first step: learning through observation. 

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Grant Herbert (aka The People Builder) describes himself as an ordinary guy, with an outstanding wife and 5 amazing kids, who has a passion to help people escape the performance trap and regain their authenticity in every area of life. He is a VUCA Leadership Mentor, Sustainable Performance Coach, Master Coach Trainer in Social and Emotional Intelligence, and the founder of People Builders.

Visit www.grantherbert.com to find out how you can connect