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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I started treating work email like mail, and the universe did not implode

Recently I attended a corporate training session about time management. The course was less a source of new ideas and more a reminder of good habits from early in my career that I’d dropped, like writing down weekly goals and daily prioritized tasks.

Much of the course focused on distractions from our most important work. Technology is a tricky thing: it does exactly what it’s told, sometimes with consequences contrary to the original intent. Email at work, for example, meant to make us more productive by reducing the delays in correspondence. It has done that, of course, to the extreme: most people spend each day in a state of partial distraction as new message notifications pop up on computer screens and mobile phones, dinging and flashing through meetings, and demolishing concentration. Instead of proactively tackling the most difficult and important projects, technology trained us to react to the most urgent requests.

So I decided to start an experiment. I treated work email like mail: reading and responding once per day, not letting it interrupt my work or meetings during “office hours.” Here are the specific steps I took:

  1. Blocked an hour of my calendar each day from 7:30am-8:30am to read and respond to email messages, and make a prioritized list of daily tasks. I support both the Inbox Zero and three.sentenc.es philosophies. Each Monday and Friday session is 30 minutes longer, so that I can reflect on what I achieved that week, reflect on lessons learned, and set objectives for the coming week.
  2. Shut down all the notification features of my desktop and email clients, so that I can choose when to check my email. I did make one exception: my mobile client has a VIP feature that allows notifications from certain contacts (e.g., the C-suite at my company) and domains (e.g., a key customer account). I use Nine Folders and other clients may have similar features.
  3. Added a note to my email signature reminding internal recipients that while I don’t monitor incoming email during office hours, I do maintain a “SLA” to read and respond within 24 hours. The signature also reminds them to contact me through another channel if their message is truly urgent. My company has at least three chat platforms, and the corporate directory lists my mobile phone number, so plenty of alternative digital channels exist.

The result? Simply put, success. I feel so much less frantic and distracted throughout the day. I’m present and participate throughout meetings. I start and end tasks at my desk without interruption. I often send emails during the day, e.g., when shipping off a deliverable to complete a task, but I suppress the urge to pour through my inbox until the morning. My attitude towards the daily task of inbox maintenance is somewhat childlike with anticipation–anything good today? A handful of my coworkers made supportive comments; no signs of snark or frustration. In weeks, no one has come after me, angrily demanding a response to an email they sent a few hours earlier.

This experiment reinforced that the heightened sense of urgency I attached to email messages, and the feelings of anxiety I felt towards being responsive to those messages, were entirely self-imposed. And therefore I had complete power to remove the anxiety by changing my attitude and my daily habits about my inbox. If you’ve felt the same, try the experiment and see if you can replicate my results. Please leave any comments or questions below.