Delegation and Trust

Image courtesy of Pixabay.com

I used to give an assignment to leaders and supervisors at the end of a session.

“Go back to your organization and find a project to delegate down to someone else.”

The reason for the assignment was simple. We had discussed the importance of conveying trust in others and to build their capacity within the organization. We reviewed some some key points from Dan Pink’s book Drive and discussed how delegating projects would resonate with the key drivers for all employees: Autonomy, Mastery, and Purpose.

Weeks or months later, I would check in with these leaders. Almost no one delegated a project.

I asked why.

“You don’t understand, I got back to the office and am so busy, I just couldn’t find the time to sit down with someone and explain it, it was easier to do it myself.”

“They wouldn’t do it right anyway, and when you think about it, I was saving them from failing.”

“I need this done a certain way, and don’t want to worry about if it is done right.”

The lists, and the excuses kept coming. For the few leaders that did delegate projects, many of them picked the worst project on their list and passed that down to someone.

Each excuse was almost a direct hit against the primary drivers for employees.

Autonomy – people want some self direction and control over their working environment which may mean taking on projects and doing it their way. Lack of delegation sends the message that you are in complete control and there is no room for others to develop their own way or style.

Mastery – people want to be good at things, and that means trying new things, working on new projects that develop and refine skills over time. Lack of delegation keeps their skills shallow, and maintains your expert status.

Purpose – people want to feel like their work matters, and their time is meaningful and makes a difference. Lack of delegation makes others feel unimportant, and worse conveys that you do not trust them or value them and their contribution.

I had to change the assignment.

“Within 2 weeks, find the project or assignment is BIG and IMPORTANT that would give you the most satisfaction, organizational recognition, and reward and delegate that one. AND find your partner here today and tell them about this project then call each other each week to ensure it is delegated.”

At first you could have heard a pin drop.

The big and important one? YES!

The one that would give the most rewards? YUP!

Now when I check in with these leaders I hear a different story.

“It was pretty scary to give up a big project like that, but I was surprised, they took it on and completed it. They seem more energized and are looking for the next project.”

“They went in a different direction then I expected and that made me worry, but the result was better than expected and frankly maybe better than I would have been able to do.”

“Not only are these employees taking on more projects and responsibilities, I find that I have more time to do my core job and I am less frantic and busy.”

So the choice as leaders is simple. You can keep everything to yourself (most likely out of fear and control) or you can learn to pass down important projects and assignments. When you choose to keep it, you convey a lack of trust and your work will continue to be hectic and busy. When you choose to pass projects to others, you convey trust and importance in others, and build their capacity.

One leader candidly expressed their fear in doing this.

“What if I delegate these important things down, and my employees become better at these things than me? Won’t I be working myself out of my job?”

My response was simple.

If you are the kind of leader that can build the capacity of teams in a way that you are no longer needed, you most likely have a much larger and more important career as companies will pay a lot to replicate that in their organization.

The Autopilot Problem

(Image courtesy of pixabay.com)

Autopilot can be great. As this Wired Article explains, Autopilot and the Flight Management Systems (FMS) are trying to help remove human error and allow for savings (two cockpit crew members instead of three). Autopilot also seems to help with the monotony of flying and helps calculate the most efficient route.

But there is an Autopilot Problem. The more pilots rely on Autopilot, the less they are actually flying. The essential skills needed to react to an emergency may have atrophied when those skills are needed most. Less time spent flying is less time honing and retaining essential skills.

But the Autopilot Problem is not exclusive to flying.

We have lots of things in our lives that run on Autopilot:

Jobs, Relationships, Various Roles, Parenting, Families, and Friendships.

Many parts of our lives, including our roles and interactions with others may be on Autopilot.

Sort of a Life Autopilot.

Sometimes this Life Autopilot is the result of past success or accomplishment and gives us a chance to rest and enjoy our achievements. This Life Autopilot is great when there are clear skies and perfect conditions.

We cannot use Life Autopilot all the time.

By relying on Life Autopilot, we may have lost some of the essential skills needed to survive the next storm.

Have we lost some of our skills in our jobs, relationships, and roles? Has Life Autopilot been on for too long?

Are we still good at being a leader, boss, employee, manager, partner, parent, or friend? Is the workday, the job, our connections and relationships, or our world just moving along without our active and deliberate input? Are our skills, and relationships as sharp as they once were?

Maybe it is time to switch off the Life Autopilot periodically to ensure we can still fly (preferably before the next storm hits).

 

Why I Don’t Like Working With Me (and how it explains why others don’t either)

I notice patterns.

Good patterns, and bad ones.

Recently I noticed a pattern of how often I can frustrate others when we work together.

I noticed a pattern of people around me defaulting to doing things my way, or pausing before taking action to see how I want it done.

I also noticed a pattern of how often I interject how I want things done a certain way when they start to take action.

And there is another pattern.

I noticed a pattern in my solitary projects.

I noticed a pattern of demanding perfection in my own work.

I noticed a pattern of self-criticism for any mistakes.

The other day while running with a close friend we talked about these patterns.

“I’m not trying to create such a high standard for those around me. I want them to be able to do things their way.”

The run continued. The next question exposed the underlying pattern.

“What is it like for You to work with You?”

A brutal pattern.

A pattern of unrealistic demand for perfection with no grace.

I had never considered what it was like for Me to work with Me.

My mind scanned the various projects over the years.

I still see the flaws, the imperfections, and the issues.

I also saw the list of unfinished projects, and those projects never started.

Working with me was so daunting that I stopped various projects and there were others that I could not bring myself to start.

“Maybe you need to learn to be kind to yourself first.”

The last pattern.

The pattern of fooling myself.

The pattern of fooling myself into believing that I could hold myself to a standard of perfections, but I could show kindness, grace, and flexibility to others.

But they saw the pattern.

They saw how I treated myself.

They knew they would be treated the same way.

It was time to be honest.

I don’t like working with me.

I’m too harsh, too demanding, too intolerant of mistakes.

I’m the reason why others are frustrated, defaulting to my way, or not taking action.

Where do I go from here?

I need a new pattern.

A new pattern of being kind to myself.

A new pattern of allowing reasonable standards, grace for mistakes, and progress over perfection.

Isn’t it funny how often we assume the pattern is outside of us?

What is it like for You to work with You?

How could a little self-kindness change your patterns?

P.S. Thanks for your patience in this long blog post drought. I’m working on a new website, but working with me as been rough and getting in the way of making progress. More details soon, but thank you again for reading and sharing these posts.

 

 

The Distorted Lens

It was almost the same day.

Three separate conversations.

Three inspiring people.

One common theme: the distorted lens.

The distorted lens is similar to the Hubble’s Mirror Problem that resulted in distorted and out of focus images, but in this case the distorted and out of focus images were how each of these people viewed themselves.

The distorted lens is subtle, because you can still see yourself. Like Hubble’s problem, the flaw is so slight and happens so early that it may go unnoticed. Unnoticed until someone else looks through the distorted lens. Images that were supposed to be accurate and clear are blurry and fuzzy. That is when we find the problem.

The distorted lens convinced one of these people that they were incompetent, instead of realizing that their prior job was just the wrong behavioral fit.

The distorted lens continually interferes with another’s ability to see themselves as inspiring to others despite their accomplishments and people gravitating towards them to be coached/trained.

The distorted lens downplays the impact that the third person is having on others in their workplace, and caused real surprise that they were voted MVP amongst their peers for the positive influence they have on others, both personally and professionally.

All three of these conversations illustrate how the distorted lens interferes with our ability to view the impact we have on others, and how others view us.

The distorted lens is flawed for a host of reasons, one of which is our own fears, insecurities, Our Narrator, and baggage. The distorted lens tries for force us to view today through our past failures, struggles, and pain as if those events disqualified us, instead of making us who we are today.

The bad news: the more I work with amazing and talented people, the more I realize the distorted lens is pretty universal.

The good news: like an optometrist who can measure your eye’s distortion and prescribe corrective lenses, we have a few tools to measure the distorted lens of your own self-view.

Measuring your “Sense of Self” is the first step. We can see if the distorted lens is slightly off, or requires more assistance. Since you have been viewing your life through the distorted lens for so long, you may not even notice how blurry and out of focus life has become.

If you need help with the distorted lens, reach out and contact us. We are happy to help fit you for some “corrective lenses” or at least help you understand the level of distortion.

If nothing else, remember that the distorted lens is out there, and the next time you are tempted to view yourself in a negative light, or discount your achievements, pause for a moment and ask yourself,

“What if my view is through the distorted lens?”

A Hope-Filled Plan

We make plans all the time.

One of best parts of coaching is helping leaders, organizations, and people make and carry out plans.

Over the years, I have noticed two distinct types of plans.

Plan type one is the safe bet. Rooted in “reality” this plan type is achievable with a little stretch, but when you dig this plan is the result of future fears, doubts, and concerns.

“You gotta be careful, we are not sure what things will be like next year. What if the business takes a downturn? What if this doesn’t work?”

I nicknamed Plan type one, the Hopeless Plan.

The Hopeless Plan starts with a laundry list of what can go wrong and assumes that all prior time not completely focused on this direction has been a complete waste of time, and there may not be enough time to try anything new or risky.

“I am too old, and should have started this a long time ago if I really wanted to do this…”

The Hopeless Plan acts like a constricting funnel of all good, cool, and creative ideas, and severely limits what seems possible.

But we have to give The Hopeless Plan a little credit since it does result in small achievements or progress.

But there is another plan type.

Plan type two acknowledges the present reality, but does not allow the same limitation.

I nicknamed plan type two: A Hope-Filled Plan.

A Hope-Filled Plan acts like an amplifier taking the history, the experience, and current resources,  combining them into a vision of the future that seems larger, possible, and exciting.

A Hope-Filled Plan is risky, interesting, and requires you to keep moving.

A Hope-Filled Plan allows you to dream and see beyond the present circumstances.

Recent examples of A Hope-Filled Plan include:

  • A mid 40’s attorney who dreamed of being a foreign service officer taking the leap to give up a successful practice for uncertainty and overseas travel.
  • A late 30’s language professor who suddenly realized they wanted to become a doctor and is starting med-school.
  • A person in their 50’s packing up and moving to a new city, without a job or a home.
  • A person too old to get back into the military traversing the process and waivers to restart a career they miss and enjoyed in their youth.
  • A 70-year-old builder of organizations taking the lead to build another one (ironically in the same area that was intended to be a retirement destination).

Plans are good.

Plans help you achieve your goals.

But choose your plan type carefully.

A Hope-Filled Plan may be what you really need and deserve.

I Do It: The lesson from a 3-year old

Meeting new people is great. Meeting this particular group was great because they are new (so you can ask a ton of fun questions and hear new stories) and they are going to be connected with us moving forward.

As I reflect it was more like holding an interview for someone who already got the job. No pressure, just getting to know one another, because the outcome is already decided.

But one member of the group stood out.

The energetic 3-year old.

His grandfather describes him as a constant joy and ever-present “investigator” of his world.

As the father of four, I can appreciate an energetic “investigator.”

What I witnessed was someone who is bold and fearless.

When faced with something new (marking his name on the plastic glass, meeting new people, deciding what food to take from the buffet) he had one motto, one thing that helped him push through any perceived difficulty or lack of experience with this particular task.

He would loudly proclaim “I Do It!” and he would just go attempt whatever task was before him.

No fear or worry.

“I Do It!”

No reflection of whether or not he had the skills needed or the right training.

“I Do It!”

No calling a meeting or scheduling a call.

“I Do It!”

No panicked paralysis pondering if it was going to be perfect.

“I Do It!”

Although each attempt or task was not perfect (the permanent marker on a new shirt serves as proof), the motto and the persistence remained.

As I watched each interaction, each proclamation, and each action I found an interpretation.

“I Do It!” really means “Hey, I am new at some of these things but have ambition and I want to be given the chance to try, fail, try again, and succeed. I may not always get it right, but that is part of learning right? We are all just here trying out things, finding what works for us, and moving on to the next thing. Thanks for giving me some space to give it a shot. I am building confidence and mastery along the way.”

Thanks for the lesson.

When I get stuck, doubt myself, and wonder how to move forward, I will remember those words.

“I Do It!”