4 Levels of Delegation
by Andy Stanley with Gavin Adams
Notes from the Podcast
“I just want you to go find out some things. Research. Gather info. Bring it back to me or our team. Don’t do anything about it yet.
I have a project/task for you. I want to give you something to own, but we’re going to have regular conversations about it, so that I can stay updated and be available to help you through the process. Not to micro-manage, but understand your needs and how to help.
Fantastic opportunity to own, do it the way they feel and tell me when it’s over. I just want to know when it’s accomplished. I may ask how you did it later. Was it successful? What did we learn? This is not going to make or break our organization, but because of the scheduling, we’re going to do it this way. It depends on the nature of the project, whether/how you ‘hand it off.’ Scheduling and Scope – is this something I can hand off. This isn’t going to sink the ship. Super important to make those distinctions as the leader. Ditch 1 – abdicate all or Ditch 2 – driving folks crazy with micro-managing.
“The art of delegating well is leadership development.” – Andy
My favorite level. I want you to own everything about the project/task. We’re not going to schedule times. I don’t need to know how you did it or when it’s done. I just want it done. Ex: safety/security in childcare.
Leadership dilemma: It is so out of sight/out of mind. But if something goes wrong, everybody knows. It is extremely important. More than getting a building built, etc. How do you circle back around to make sure your leaders know you’re grateful? How do you keep them motivated and appreciated?
Requires me to be more intentional about paying attention to what’s happening. I can encourage them as much as possible. I don’t even know everything you’re doing to make this place fantastic, but thank you for doing it. Make a list of 5-6 things I take for granted. Those are the things you need to notice and write a thank you note about. The intentionality of gratitude is more important than ever.
Involve them early. Gotta have clarity. Different projects require different kinds of follow up.
What has been the biggest win for you in using this system?
It has created clarity on both sides of the delegation. Allows me to focus on where I add the most value. Creates a lens to see what I should and should not be doing and delegating those things appropriately.
What do you do when you delegate something and you realize it’s not working? What do you do? Take responsibility back? Take somebody off the task?
The problem is usually not the person, but that I gave it too early or I didn’t prepare enough, delegate to the right person.
I never want people to feel they’re only as successful as their last project. If we fail at something, it doesn’t mean we’ve failed at our job.