Delegate everything

All of the time management books, blogs, lectures, and videos you’ve already seen boil down to two concepts:

  1. Prioritization: Is the right work getting the right amount of resource overall?
  2. Delegation: Is the active work being done with the right leverage in the organization?

Since “the right work” is always a mix of urgent, strategic, cash-generating, compliance-driven, and internally-focused tasks, the list can seem nearly endless. For that reason it can be more useful to flip the question: rather than asking “what work should be done today?” instead think about prioritization as deciding what work should not be done by anyone in the organization.

By extending the same logic to a manager’s own work list, think about delegation as deciding what work should not be done by the most senior person on the team.

Recently I’ve attempted to take this principle to the extreme by challenging myself to delegate everything. Does this mean that each day I do…nothing? Of course not (although I still aspire to). It does mean that for each new task that passes the prioritization filter above, I ask the following questions:

  • Who on my team has already demonstrated the capability to complete this work successfully?
  • Who on my team could take this work as a development opportunity?

Then I will spend a few minutes with these folks and review the “what by when” to ensure that the deliverable, the ready date, the standard of quality, and the approach are clear.

Now in many cases the team member(s) are not yet ready to take on the new work, either because the capability gap is a bit too large, or other work must get done within the available time. Whenever possible, it’s best for the team member to attempt the work even if the manager completes it, both for the experience and to capture some specific feedback that supports his or her professional development.

Regardless of whether the team member completes the delegate-able work, both the manager and the team member benefit:

  • More frequent calibration on the team members’ capabilities and gaps to the next level
  • More frequent and more specific feedback
  • More visibility into the “day in the life” of the manager, which helps to increase transparency about the present (“what does she do all day?”) and the future (“do I really want that job one day?”)
  • More effort applied at the highest point of leverage in the organization – meaning that work is done by the most junior person who can complete it successfully. This creates capacity for both senior and junior resources to tackle more challenging work

Delegation is difficult because when done properly, there is a genuine risk of failure for both parties. By attempting to delegate everything, you are flipping the question from “what can I delegate?” to “what can’t I delegate, and why?”

For more information on delegation, time management, and organizational design, try these books by Eliot Jaques, Andy Grove, and Peter Drucker.

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Two ways to build trust in a new manager relationship

Like many things in life, these options could be summarized as: the easy way, or the hard way. And I am not going to post the link to the Boondocks clip. You’ll have to find it yourself.

There's the easy way, and ...
There’s the easy way, and …

Manager relationships are…relationships. Establishing trust is essential for both parties to feel valued, engaged, and satisfied. Getting to that point in a short period of time, without triggering tears or rage, is essential for the long-term health of any relationship. And it doesn’t happen by accident. This post focuses on the employee-manager relationship; feel free to abstract these concepts to other relationships at your own risk.

Building trust requires establishing a mutually agreed level of autonomy for the employee under the guidance of the manager in two key dimensions:

  • time span of discretion: what is the longest duration task for which the employee can take complete accountability? Viewed another way, how long is the manager willing to wait for a status update?
  • delegated decision authority: which decisions can the employee make without consulting and or informing the manager?

Time Span of Discretion

Credit for this term goes to Eliot Jaques, whose book The Requisite Organization is underrepresented in the modern leader’s library. I will warn you that it is not a casual read; be aware that the large conceptual rewards packed into this book require a large investment of attention. With that disclaimer out of the way, the idea from the book that I’m highlighting here is about what duration task the employee has the trust of the manager to execute independently. Does the manager want to see a daily task list and a midday status update? In this case the time span of discretion is somewhere between 4-10 hours. At the other end of the scale, CEOs often embark on multi-year global transformation programs with the hands-off support of their Boards, often requiring quarterly status reports at a maximum.

Delegated Decision Authority

The best metaphor from this concept that I’ve encountered is the Decision Tree from Susan Scott’s book Fierce Conversations. Just as a tree’s roots, trunk, branches, and leaves have different weighting on the future health of the tree, the levels of decision making have different weighting on the future health of the organization (or the career of the decision maker). I’ve summarized the concept in the table below:

decision tree table

For example, the pair might decide that any decisions around hiring, firing, or promotion are Trunk decisions. Which vendor to choose for the trade show giveaways is a Leaf decision. And so forth.

Now that we’ve defined the two essential components to establishing trust, let’s address the original question of HOW to get there:

  • The Easy Way: proactive, implicit, inductive. Sit down with the other party and discuss, before any specific events occur, what level of decision making authority will be delegated and what is the time bound of discretion. Establish the boundaries of the relationship before they are tested. In another context, how do you learn your way around a new city? Look at a map before you leave the house, ask your neighbors which parts of town to avoid.
  • The Hard Way: reactive, explicit, deductive. Jump into it, wait for things to happen and then talk about whether the events fit within the desired boundaries of the relationship. This approach to learning the new city is to wait for sunset and then wander out the front door with some cash in your front pocket and hope you make it back in one piece.

My intent in writing this piece is to raise your awareness of what will help define trust in your manger relationships and how you are going about establishing it. You can choose to take the hard way without judgement; just be aware of the potential bumps and bruises you might encounter along the way.

Thanks to Dan Schultz for inspiring this post. Questions or feedback? Leave a comment!