Transferring the responsibility for important tasks to employees is one of the most difficult things many leaders fight with themselves about. Nevertheless, you have to do it. What are the most common excuses managers make in order to avoid facing a decision about the allocation of responsibilities? The Smart Blog website has answered this question in a recent article.
"Everyone has so much to do and I do not want to overload them."
A very popular excuse, but surprisingly it may make both the manager and the subordinates unhappy. Employees would be probably happier to fulfill diverse or challenging tasks that would bring them important new experience. You should help them prioritize and find time for tasks that you can delegate to them, but you do not do it.
"I prefer to do everything myself."
It is easier than explaining something to someone. Perhaps it is true; it is difficult to teach someone to perform certain tasks. However, you as a manager are expected to develop and educate your team. So invest the time to educate people on the lower line, who can then transfer the acquired knowledge to others. Thus, you will have more time for the important and challenging tasks.
"No one can handle it like I do."
Maybe. You certainly have interesting skills and experience, that is why you have a more important position than your employees. Anyway, if you do not admit the possibility that someone might be as able as you are, and even the results are conclusive, there is no point in continuing your work. Give your people a chance.
"I was asked to prepare it myself."
Are you sure? Did your boss tell you that he specifically wanted you to do it? No? Then ask him. You may be surprised that your boss wants a demonstration of your ability to delegate work to others and their decision-making management more than your individual work.
"My people have not mastered the job."
You have tried to delegate work to your employees, but for some reason, the result was not satisfactory. Maybe you actually do have an incompetent person in your team. But is it not just about misunderstanding your task assignment? What if you set your expectations too high? Did you forget the ongoing process of coaching and monitoring his performance? And what about someone else in the team? Is he more capable?
"I do not want to give up that job."
This is probably the worst argument. In this case, you are probably not interested in acquiring the status of a great leader and you will probably have to give up your seat to someone else. If you do not change your approach, your subordinates will lose the desire to work because their work will be very monotonous. Even they need challenges.
Pull your head out of the sand and look around. Involve your employees in demanding tasks and learn to all work together as a team.
Do you have any of your own excuses too?
-bn-