Do You Really Know How to Delegate?

By Vasundhara Sawhney, Senior Editor

A few months after I was promoted into management, I was given some critical feedback from my boss:

“I can’t assign you any new projects because you’re still doing all the work from your previous role. You won’t be able to sustain this once your responsibilities become more complex. And if you continue to do these tasks on your own, how are you going to create opportunities for your team?”

He sighed, visibly disappointed.

It was my first time leading a team, and I had spent the past few months getting to know my direct reports and how they worked. I had also spent those months trying to do everything myself. I was promoted because I was good at something, and I thought I had to continue to delivering on those tasks. If I handed something off and the person fumbled, how would it reflect on me as their boss?

If you’re a new leader, this feeling might resonate.

One of the first things we’re told when we step into management is that we’re responsible for helping other people grow and thrive. Unfortunately, no one tells us what those terms—growth and thriving—actually mean.

In my mind, “growth” was defined only as upward movement—getting my team access to higher-level projects. Once my boss called me out, I came to a realization. I had been overlooking the many elements that true growth entails. Learning new skills, mastering a process, or maturing in a role are all forms of growth. Being given a stretch assignment or being trusted to perform a new task by your boss—those are also forms of growth. My manager’s comments helped me see that I was denying my team members these opportunities.

Moving forward, I made an intentional effort to be better, and to do that, I had to practice a new skill: delegation. It wasn’t easy. Initially, I felt as if I was giving away all the work that made me stand out. I worried that my manager would forget about my contributions or that my team members wouldn’t execute things in the ways I had. It took me a few conversations with my mentor to realize that delegating, in fact, was paving the way for me—and my team—to do bigger, more complex tasks. I just had to let go of control.

People thrive when they are energized and empowered to do meaningful work. As managers, we can create those opportunities for our team members. Delegation is how we do this, and as I discovered, it takes practice.

In the beginning, I faltered. I failed to give clear instructions, delegated too much, babysat people, and struggled to set expectations. But with guidance, and through repetition, I got better. Not only did I manage to take on more responsibility and expand my horizons, I also learned how to give my team the space they needed to grow.

The following year, one of my employees got a promotion. That was my biggest win.

If you’re a new manager struggling with delegation, the following advice can help you.

Recommended Reads

Learning to Delegate as a First-Time Manager

Know when to delegate—and when not to.

Read the full article here.

To Be a Great Leader, You Have to Learn How to Delegate Well

In doing so, you'll broaden your team's skills.

Read the full article here.

How to Tell If You’re Delegating Too Much—and What to Do About It

Getting re-involved in the details can be challenging.

Read the full article here.

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