What Does Delegating Mean?

One of the most common desires of anyone responsible for teams is the need to delegate more. It never fails. It's a classic.

Leaders want to delegate more and better because they know that if they become too controlling, they will achieve less, overwhelm their collaborators, be unable to dedicate themselves to more strategic issues, and experience their role in an increasingly stressful way.

But why is delegating so difficult?

We find it difficult to delegate because we don't want to let the company down, which has entrusted us with the responsibility of leading objectives and achieving results. We don't want to jeopardize the quality of our department's value contribution. And, furthermore, we need to demonstrate that we still possess the technical skills that experience has given us, but which are no longer our sole responsibility.

But delegating is much more than just delegating tasks. It's about much more than that.

Many leaders are determined to delegate more. This should be acknowledged and appreciated. But delegation isn't just about "doing"—or in this case, not doing. Delegating is about "being," as it's more of an attitude, an intention, and therefore, a work philosophy.

It's difficult to be a leader who delegates without the right mindset. Because without it, we'll struggle mightily to let go with one hand, while clinging on with the other.

To develop the right mindset, it's helpful to reflect on what delegating is.

Delegating responsibilities

Delegating is the art of sharing more than just tasks and specific actions. It's about giving team members the opportunity to take ownership of an objective that's still undefined and unstructured. Delegating responsibilities means delegating the intention to make sure that what needs to happen, happens, for the benefit of the clients.

Delegate worries

Delegating also means giving employees the opportunity to mature professionally, and this involves exposing them to the setbacks and uncertainties that any decision might bring. Saving them at the first sign of trouble might be convenient for them, and they might even thank us for it, but it robs them of the opportunity to overcome a challenge that will help them grow professionally.

Delegate pressures

Many managers believe that one of their roles is to act as a shield so that "their" people can do their jobs peacefully. I personally have my doubts about this. A manager's pressure should be greater than that of their team. No doubt about it. But this doesn't preclude transferring the necessary pressure to the team so they can co-create the appropriate solution. The right amount of pressure contributes to adding value, while excessive pressure can stifle the best version of themselves.

Delegating risks and learning

In this sense, it's good when a team leader encourages their team members to take more risks, because only then can they find the right balance between success and failure. When we systematically avoid risk for fear of the impact, we're taking another step toward mediocre performance. Personally, I'm a big fan of leaders who, when a team member fails because they took a risk, first congratulate them on their initiative and big thinking, and then, secondly, require corrections and take responsibility for what happened.

Delegate relationships and connections

Delegating also involves things that aren't directly related to tasks, but rather to the interrelationships between people and the different areas or departments of the organization. In this sense, it's necessary for team leaders to ask their team members to also act as bridges and foster connections between different stakeholders in the company, without having to constantly delegate this responsibility to the team leader, especially when tensions or potential conflicts arise. A leader shouldn't be the sole mediator, but rather should empower their team members to increase their ability to mediate when the situation requires it.

Delegating successes

And to embrace a delegation mindset, it's crucial that a team leader understands that their role, among others, is to empower the people under their responsibility. And there's nothing better for this than giving them the opportunity to receive the recognition they deserve from the organization for their achievements. Unfortunately, I still see many managers who primarily reap the rewards of their team members' successes. Fortunately, I also know even more managers who seize every opportunity to champion their team members' merits within the organization. Ultimately, the leaders who truly shine are those who empower others.