The new year is upon us, and leaders are already wondering how to accomplish all of their 2020 goals. You can start by doing what you do best, delegating what you can, outsourcing where needed, and thinking creatively about how each task can get done the best way. It’s not all about you doing everything: in fact, it is just the opposite.
One of the most difficult transitions for leaders to make is the shift from doing to leading. Eventually, the difference between being an effective leader and a super-sized individual contributor with a leader’s title becomes painfully evident. Many leaders are in a constant state of overextension, which fuels an instinctive reaction to “protect” work. This survival instinct ultimately dilutes the leader’s impact through an ongoing, limited effect on others. To know if you’re guilty of holding on to too much, answer this simple question: If you had to take an unexpected week off work, would your initiatives and priorities advance in your absence? (HBR 2017)
Leaders lament about the lack of “work life balance”. Upon further exploration this is often actually a discussion about delegation. Without delegation, chaos ensues, goals are missed and stress is on red alert!
Common limiting beliefs about delegation:
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