144: Master These 11 Skills That AI Will Never Replace | Delegation

Release Date: 

May 21, 2025

Release Date: Mar 19

11 Skills AI Will Never Replace: Skill #10 Delegation

Welcome to The Learn-It-All Podcast’s 11 Skills AI Will Never Replace – our 11-part special series exploring the essential human skills that AI cannot replicate. With the start of the new year, we’re all facing unprecedented technological disruption and workplace transformation. To help you thrive in this new landscape, we’ve leveraged a study from MuchSkills that analyzed data from 28,000 professionals to identify the capabilities that will make you irreplaceable in an AI-enhanced workplace.

Each week, we’ll take a deep dive into one critical skill, providing you with actionable strategies, expert insights, and Learnit’s proprietary frameworks to future-proof your career. This series isn't just about adapting to change – it's about mastering the unique human abilities that will define leadership success in the age of AI.

Delegation Future-Proofs Your Leadership

Are you sabotaging your team's growth and creating organizational bottlenecks by failing to delegate effectively?

Many leaders struggle with delegation, either hoarding work or micromanaging their teams. This episode of The Learn-It-All Podcast tackles one of leadership's most challenging skills.

In this episode, host Damon Lembi and leadership expert Mickey Fitch-Collins explore the critical skill of delegation for modern leaders framing it not merely as offloading work but as a strategic development tool. The conversation unpacks common delegation pitfalls, introduces a practical three-part framework, and shares personal stories of delegation failures and lessons learned.

What You’ll Learn:

  • Why reframing delegation as "development" transforms it from a burden into a strategic growth opportunity  
  • The Learnit "Delegation Greenlights" framework
  • Why micromanagement creates bottlenecks that prevent organizations from scaling
  • How to be crystal clear about expectations, timelines, and the "why" behind delegated tasks
  • Strategies to avoid overloading your high performers with too many delegated tasks

In This Episode:

  • 00:01 – Why Delegation is Critical for Leadership Success – How leaders who fail to delegate create bottlenecks and limit team growth.
  • 06:25 – The Delegation Greenlights Framework – A step-by-step approach to deciding what, when, and how to delegate.
  • 12:18 – How to Avoid Micromanaging – Why hovering over delegated tasks destroys trust and slows down teams.
  • 19:45 – Overloading High Performers – How over-delegation to top performers leads to burnout and disengagement.
  • 28:30 – How to Communicate Delegation Clearly – Why being crystal clear on expectations, goals, and deadlines prevents confusion.
  • 33:50 – Saying No Professionally – How employees can push back on delegation while maintaining credibility and collaboration.
  • 46:06 – Key Takeaways for Effective Delegation – Actionable strategies to delegate with confidence and improve leadership impact.

About Damon Lembi:

Damon Lembi is a 2x bestselling author, the host of The Learn-It-All Podcast, and CEO of Learnit – a live learning platform that has upskilled over 2 million people. Drawing from his prior baseball career, Damon brings an athlete’s perspective to leadership. Through his journey, he has gained invaluable insights into what helps organizations grow, how great leaders learn, and why learn-it-all companies outpace their competitors every time.

About Dr. Mickey Fitch-Collins:

Dr. Mickey Fitch-Collins is a dynamic leadership development expert who serves as a Leadership and Professional Development Facilitator at Learnit. With a PhD in Leadership in Higher Education from Northcentral University focusing on middle manager self-efficacy, her expertise spans performance management, program development, and equity initiatives, while her high-energy approach has proven effective in leading teams across educational institutions and technology companies.

Resources Referenced:

Want to Learn More?:  

  • For more episodes on personal growth and success stories, subscribe to “The Learn-It-All Podcast.”
  • Share this episode to motivate others.
  • Visit learnit.com for additional resources and learning opportunities.

Podcast Contact Information:  

Show transcript
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0:00

2025 is here and the pace of change has

0:02

never been faster are you ready to

0:04

thrive in a world where AI accelerates

0:07

everything but can't replace the most

0:09

essential human skills that's why we've

0:11

created a special 11p part series on the

0:13

learn itall podcast to help you master

0:15

the skills needed to Future proof

0:16

yourself and your career from

0:18

self-awareness to listening and

0:19

developing trust these are the traits

0:21

that will make you irreplaceable in an

0:23

Ever evolving Workforce I'm Damon lby

0:26

CEO of learn it and two-time bestselling

0:28

author and I'll be your throughout the

0:30

series joining me is Dr Mickey Fitz

0:33

Collins learn's top rank facilitator and

0:35

a leadership expert dedicated to helping

0:38

you grow this series is brought to you

0:39

in partnership with our good friends at

0:41

much skills a platform that helps

0:43

organizations map and understand their

0:45

Workforce capabilities drawing from

0:47

Insight from their survey of over 28,000

0:50

professionals we'll unpack 11 skills in

0:52

this weekly series that will prepare you

0:54

to thrive in an Ever evolving world if

0:57

you enjoy this episode please take a

0:58

moment to rate and review on your

1:00

favorite podcast platform your feedback

1:02

helps us share this message far and wide

1:04

let's dive into today's top skill so

1:07

today we are talking about one of the

1:10

most difficult things when it comes to

1:12

being a leader uh maybe not R the most

1:16

difficult which uh a study has shown is

1:19

difficult conversations but delegation

1:21

of what we're talking about today is

1:23

super difficult especially for new

1:25

leaders so let's just start off with

1:28

Mickey give us the definition of

1:30

delation yeah yeah for most people I

1:32

think the definition of Delegation is

1:34

fear right um but really what we're

1:36

talking about when we talk about

1:38

delegation is you know it's not about

1:40

well I'm just G to give other people my

1:42

work or I'm G to give other people the

1:43

busy work that I don't want to do or

1:45

anything like that but really what we're

1:47

talking about is empowering other people

1:49

to act on your behalf while you still

1:52

maintain the accountability for the work

1:54

right and really it's about thinking we

1:56

we've talked so many times um through

1:58

this series about value right

2:00

um the definition of of you know

2:03

delegation when it comes to value is

2:06

what can I delegate that's going to add

2:08

the greatest level of value for me for

2:11

my team and my organization and I'm

2:14

super excited Damon because as you know

2:16

we have a brand new workshop that we

2:17

developed on delegation and this came

2:20

from so many people coming to us saying

2:22

I really need to build this skill can

2:24

you please help me with this and we have

2:25

a great framework that we're going to

2:26

talk about today so let's get into it

2:28

man no let's do it so as we have for all

2:33

these episodes uh kick it off with the

2:35

story on delegation you know what's

2:36

interesting is this is actually a uh

2:39

recent that somebody I was in uh one of

2:41

our coaching skills workshops and um you

2:43

know people were talking about oh it's

2:44

so challenging to to learn how to

2:46

delegate because you know I think a lot

2:48

of people have really bad examples of

2:51

you know having things delegated to them

2:53

and I I shared with them that you know I

2:55

remembered having kind of similar

2:56

challenges earlier on in my career and I

2:58

actually went the other Direction I went

3:00

the direction of micromanaging right um

3:03

and what happened was I delegated

3:05

something but I was so so focused in on

3:09

it needs to be done this way and I want

3:10

to see updates and I want to this I was

3:12

creating just bottleneck after

3:14

bottleneck after bottleneck and what

3:16

what we know is that regardless of where

3:18

people at I mean you mentioned this is a

3:19

hard skill to learn early in the career

3:22

I think it's actually even harder for

3:23

people once they have some seasoning on

3:25

them because we get so used to this is

3:28

the way that I do things things this is

3:30

what I think is valuable this is my

3:32

style whatever it is and for me I was so

3:35

focused earlier on in my career on

3:37

accelerating my career right getting the

3:39

titles the accolades all of that sort of

3:41

stuff that I failed to delegate nearly

3:43

enough and when I did it was just a

3:46

series of missteps with micromanagement

3:48

I was constantly asking people for

3:50

updates I wanted to see reviews all this

3:52

sort of stuff and almost every single

3:54

one of the projects that I delegated

3:56

just completely backfired on me and I

3:59

did the thing most people do in

4:01

delegation which is then I just pulled

4:04

everything back right I started hoarding

4:06

everything and that's exactly we're

4:08

going to talk about a framework here at

4:09

Damon we're going to talk about how to

4:11

not do that right how to effectively

4:13

delegate but it was such you know I can

4:16

think so vividly of all of these times

4:18

where my goodness did I do this wrong um

4:20

and and what I did was Not only was I

4:23

creating a a lack of value I was

4:25

creating a lack of trust and and a

4:28

negative work environment for the people

4:29

people on my team all because I thought

4:31

that I was doing the right thing well

4:33

thanks for sharing that and I've got so

4:36

much on this topic uh you know both from

4:39

past experiences and also this comes up

4:44

almost 90% of the time on the podcast

4:47

with with great um with great guests

4:50

where they talk about how where they

4:52

emphasize how important delegation is I

4:54

mean one of the episodes with Jim sxer

4:56

which I love is he talks about Mickey

4:59

reframing it instead of calling it

5:01

delegation where people it kind of

5:03

sounds like you're dumping something on

5:05

the plate that maybe is not important to

5:06

you but is to reframe it as development

5:10

you know so this is something that the

5:12

the individual can learn uh can learn

5:16

from and grow from and so that is super

5:19

important and also like what what you

5:21

talked about is

5:23

bottlenecking we had uh Mr culture on

5:25

the show Chris Dyer and both of these

5:28

episodes will be in the Show links and

5:29

he just talked about how he his company

5:32

couldn't scale because he had to review

5:34

everything he was the bottleneck he was

5:36

the problem and what he what took him a

5:39

long time to realize was that people had

5:41

better answers for things you know he'd

5:43

say well this is how we've always done

5:45

it or this is how I like to do it and

5:47

then once he realized that he had all

5:49

this Talent on his team and you take

5:52

people out of the box and give them the

5:53

opportunity his life became much better

5:56

and so there's so many so many negatives

5:59

about not delegating right so you know

6:02

for all you leaders out there I I know

6:04

it's difficult but it it is critical to

6:08

delegate so walk us through Mickey the

6:11

uh the framework that you were talking

6:13

about yeah absolutely and and you know

6:15

just a comment on that Damon the the

6:17

visualization I always have for people

6:19

when they when they bring up the

6:21

delegation stuff is you know we have

6:24

platters and and huge Buffet tables full

6:28

of tasks and things that we should do

6:30

and things that we ought to do right and

6:32

we are only but one human right and so

6:35

it the delegation stuff is super

6:36

important and it's not just about

6:38

getting the work done it's not about

6:40

doing more with less doing more with

6:42

more you know sometimes doing things

6:44

more smart you know doing things in a

6:46

more smart fashion but really what we're

6:48

talking about yeah is development you

6:50

have all these great people on your team

6:51

they need to build the skills they need

6:53

to have experiences they need to be able

6:55

to uh be able to do this stuff in kind

6:56

of a safe sort of environment and that's

6:59

under your leadership that's with your

7:01

leadership yeah so let me get yeah this

7:03

framework and I love this framework um

7:06

that that we came up with it's called

7:08

delegation green lights okay and there's

7:10

three components three super important

7:12

questions really short questions for us

7:14

to focus in on the first one is should I

7:17

okay and this is should I delegate okay

7:19

so you have to ask yourself stuff like

7:22

is This Confidential is this something

7:24

that is strategic or kind of only at

7:27

your level is it something that's only

7:29

only your job or is this something

7:31

that's really going to help people on

7:32

your team it's kind of a checklist sort

7:34

of thing Damon to kind of like does this

7:36

make sense because of course what we

7:38

don't want to do is we don't want to

7:39

delegate something to somebody on our

7:41

team that now we have to give them you

7:43

know access to maybe things that they

7:45

shouldn't have access to it's at a

7:47

strategic level that maybe they're not

7:49

privy to some of these other pieces or

7:51

it's confidential and they would get

7:52

access to something that maybe they

7:54

shouldn't have access to things that

7:56

frankly are your job you shouldn't be

7:58

delegating those things right the second

8:01

question though is can I okay so if we

8:04

answer the question should I yes yes yes

8:06

yes yes all this stuff sounds good then

8:08

we move into the question of can I do I

8:11

have the right people with the right

8:14

skills this is question number one right

8:16

and I would actually put write kind of

8:18

in air quotes because WR skills you know

8:21

skills as you know I mean this is the

8:22

essence of everything that we do

8:24

everyone's constantly learning we're

8:26

constantly in a place of rebuilding our

8:28

skills you and I were just talking the

8:30

other day about skills kind of

8:31

rebuilding every six months or so and so

8:33

the question of do I have the right

8:35

people with the right skills the second

8:38

question and this is a big one that you

8:39

know just the other day I was meeting

8:40

with some folks and talking about this

8:42

do we have the time now

8:45

99.9% of people are going to say

8:47

absolutely not nobody has enough time

8:48

right but really this comes down to how

8:51

proactive are we going to be versus how

8:53

reactive are we going to be and then the

8:56

third part of this Kaa is do they want

8:58

to do it do I have somebody on my team

9:01

that really wants to do this right do

9:02

they have the skills but also do they

9:04

have the passion the third question to

9:07

this framework right so should I can I

9:10

if we're yes yes yes all the way through

9:12

that then we get into the okay how do I

9:14

actually do this right and this is where

9:16

we need to figure out how do I select

9:18

the person to delegate to right and this

9:20

comes down to like a decision-making

9:21

Matrix right maybe we need to look at

9:23

skills time experience growth capacity

9:26

what's currently on people's plate can

9:28

we deep prioritize some stuff to

9:31

prioritize some other thing then we need

9:33

to talk about communicating clearly this

9:35

comes down to the big why right we were

9:37

just talking about this the other day as

9:38

well is explaining the why not just the

9:41

what but the why is actually much more

9:43

important what does success look like

9:45

with this right and then doing pervasive

9:48

helping and I love this phrase pervasive

9:50

helping rather than micromanaging the

9:52

bottleneck stuff the check-ins all those

9:55

difficult things we just talked about a

9:57

bit ago what we want to do is we want to

9:59

be pervasively helping somebody timing

10:01

our help clarifying our intentions of

10:04

the help and most importantly giving

10:06

help that's about substance over style

10:09

right um style is about sprinkles on the

10:11

ice cream right these don't actually

10:13

matter although you know I like to talk

10:15

about it like you know I I think

10:17

sprinkles on ice cream don't really

10:18

matter now my three-year-old would say

10:20

differently about that right but really

10:22

what we're talking about is substance

10:23

right when I'm providing help I want it

10:25

to be substantive help right so those

10:27

are the three questions can I

10:29

should I or starting first pardon me

10:31

should I can I and then how do I so

10:35

Mickey my question is are there

10:38

different levels of

10:41

Delegation yeah yeah absolutely I mean I

10:43

think um you can delegate something

10:46

that's a very small like this needs to

10:48

be done by the end of the day this needs

10:50

to be done by the end of the week and

10:51

then there's bigger projects right so I

10:53

think about scope right it kind of gets

10:55

me into this thinking about project

10:57

management um you know if you're having

10:59

somebody own an entire process an entire

11:03

project from start to finish that's a

11:05

very difference than hey Micky I have

11:08

these things that need to be summarized

11:09

and synthesized by the end of the week

11:11

could you go ahead and do that right

11:12

smaller sort of project so I think scope

11:14

is kind of a leveling concern um or a

11:17

thing to be aware of I think also levels

11:20

um or different types of Delegation has

11:23

everything to do with impact to the

11:24

organization or impact to your customers

11:27

right you may delegate something to that

11:29

is minimal impact or impact that's

11:32

internal only you may delegate something

11:34

to me that has massive impact externally

11:36

to our customers right that leveling the

11:39

um the stakes right much much higher

11:41

when we're talking about kind of the

11:43

impact outside the organization so those

11:45

are the two pieces I think about time

11:47

and I think about impact no great answer

11:50

and I was thinking about it I went

11:52

through Michael hayatt who I'm a huge

11:54

fan of his work um and he's got books

11:56

like free to focus and and in our um

11:59

cohort that I went through he talked

12:01

about the different levels of Delegation

12:03

and not to rephrase all of them but

12:05

there's certain you know there's certain

12:07

things you can delegate and you just

12:08

don't worry about right because if it if

12:11

it if things don't go well no big deal

12:13

but also if it has a Major Impact you

12:15

either don't delegate it at all but if

12:18

you do you have different levels of

12:19

check-ins but it's also super important

12:21

again like we talked about in three

12:22

steps about what the with the crystal

12:24

you got to be crystal clear with

12:27

timeline and goals that so there are

12:31

different levels of Delegation and

12:32

there's um and all that's included now

12:35

here's um oh go ahead you're going to

12:37

say something yeah I was just gonna say

12:39

I think you know when we delegate

12:40

something that's really important to

12:41

keep in mind is as a leader when we

12:44

delegate something to somebody we might

12:46

be thinking kind of big picture right of

12:49

you know we might be thinking about

12:51

outcome and and kind of the 50,000 foot

12:54

view of things but when you delegate

12:56

this is where empathy is really

12:58

important and kind of understand other

12:59

people's perspectives and experience

13:01

when you delegate something to somebody

13:03

on your team they're likely going to

13:05

come at it from the boots on the ground

13:07

perspective they're going to want to

13:08

know those details by when to what

13:10

extent what's the budget how many people

13:13

can I work with etc etc right they're

13:15

going to have a lot of that detail sort

13:17

of question and you're going to be

13:18

thinking about the big picture and I

13:20

think one of those things and this is

13:21

why I talk about that proactive versus

13:23

reactive is to think about and and you

13:25

mentioned kind of the stakes of

13:27

something as well to think about how

13:29

much of this do I want to dictate

13:31

process or am I really just focused on

13:34

outcome right we have to kind of think

13:36

about those two pieces because if I

13:37

don't really um if the goal is to get to

13:40

whatever that that outcome is and the

13:43

process however you get there no big

13:45

deal right then I'm not going to dictate

13:47

those pieces but if it's something where

13:48

it's like here's these different steps

13:50

that's that th those details that level

13:52

of detail that perhaps the person you're

13:54

delegating to they're going to have a

13:55

ton of questions for you right so that's

13:57

one of those things that we need to keep

13:58

in mind we delegate as well yeah I'm

14:01

just going to overemphasize The

14:03

Importance of Being crystal clear and on

14:06

top of that leaders when you delegate

14:10

stuff have patience and take the time to

14:13

make sure that you're sharing what they

14:15

need exactly like you were saying M

14:17

Mickey here's the budget here's the

14:19

timeline but this is also something

14:21

that's very very important that I think

14:22

I've done a much better job at over the

14:24

years when I delegate something to

14:26

somebody I I tell them why I'm

14:28

delegating and why it's important no

14:30

matter how small it is right and um also

14:34

the learning opportunity they get into

14:36

it get from it which I which I think is

14:38

critical now here's something that that

14:41

I've seen happen time and time again

14:43

over the years and I want to use my good

14:44

friend Jose Castro uh who worked at lnet

14:47

for for 20 plus years is that sometimes

14:51

you have these top performers Jose was

14:53

like the go-to guy at learn it you knew

14:56

if you handed something off to Jose it

14:58

would get done it would get done on time

15:00

and it would be done perfectly now the

15:03

problem is too much got delegated to

15:06

Jose and the poor guy never said

15:08

anything about it he just took it on

15:10

over and over again to the point where

15:13

he almost was working you know like 12

15:15

hours a day how which was a you know a

15:19

mistake that I made making sure that I

15:21

wasn't overd delegating to Jose and

15:23

everybody else on the team too was so

15:25

how do you how do you prevent that and

15:27

how do you you know help guard like a

15:30

top performer like this so that doesn't

15:32

happen yeah yeah and that's that's a

15:34

great question and that actually came up

15:36

um when I was facilitating our

15:38

delegation Workshop the other day is

15:39

like what what about those star

15:41

performers everybody wants them on their

15:42

team their project their committee

15:45

whatever it might be I think the thing

15:46

that's important is like back up all the

15:48

way to the beginning to remember when

15:50

you're delegating something to someone

15:52

this is not part of their everyday job

15:54

right like this is not part of their

15:56

to-do list their routine stuff that

15:58

they're supposed to be doing and so when

16:00

you're delegating that question of who

16:03

who's the right person and who has the

16:04

right skills super important but time

16:07

becomes incredibly important and the

16:10

thing that I think a lot of us don't

16:12

want to hear but we have to face the

16:14

music around prioritization right and so

16:17

when I'm delegating or I'm being

16:19

delegated to um I just had this

16:21

conversation with my superviser the

16:23

other day of like okay well what do we

16:24

deprioritize what do we move the

16:26

deadline out for so that I can

16:28

prioritize this other thing and again

16:30

having those open conversations that

16:33

that's a sign of of psychological safety

16:35

in the organization and as the leader as

16:37

the person who's doing that delegation I

16:40

need to be to be the one that kind of

16:42

extends that Branch first of I you know

16:45

I'd like to delegate this thing to you I

16:47

think you're fantastic for this you have

16:49

the skills you're you know blah blah

16:51

blah whatever that might be however you

16:52

set that up and let's talk about the

16:56

other things that you're on your plate

16:57

that we can deprioritize or we can U

16:59

Move the timeline out maybe there's

17:01

things that we have artificial internal

17:03

timelines for that maybe we can turn you

17:04

know move that deadline out the problem

17:07

is exactly what you said is that

17:09

sometimes our star performers and I'm

17:10

not saying that this was Jose's issue

17:12

but I've seen this before and folks that

17:14

I've supervised our star performers they

17:16

love that right like yeah because these

17:19

are resume builders this is portfolio

17:21

building this is skill building this is

17:23

ascending in the leadership ranks of an

17:25

organization to be able I I did these

17:27

extra projects people don't want to say

17:29

no to that but we have to as the leaders

17:31

we have to be cognizant of okay this is

17:34

like the fourth project that I've

17:35

delegated to this person this month on

17:38

top of their regular job I can't expect

17:41

somebody to to come up and especially

17:43

when you're in a position of power I

17:45

can't expect that that person's going to

17:46

be willing to say hey Mickey this is too

17:48

much right like this is just too much

17:50

right now I have to be cognizant and

17:52

aware of that stuff great point I got an

17:55

example uh I want to share in a second

17:58

um but it's also

17:59

if you're creating a a safe enough

18:01

environment and and you know feedback

18:04

can go both ways hopefully the team

18:06

members uh feel open enough to say that

18:09

if if if possible now a lot of high

18:11

performers won't because like you said

18:13

it could be resume building and if

18:15

you're a great leader people don't want

18:17

to let you down anyways right and so you

18:19

got to be cognizant of that now a quick

18:21

little example is we have uh Skyler on

18:23

on our team is awesome and um just

18:27

yesterday this new opportunity came up

18:29

and um I immediately wanted to add it to

18:32

her plate but I was at least smart

18:34

enough to call her up how have a

18:36

conversation and say hey I'd love for

18:39

you to do this but it's going to take

18:40

about 40 hours please don't say yes

18:43

until we can figure out what we could

18:45

take off your plate uh deprioritize

18:47

because if there's other things that are

18:49

such a priority right now then maybe we

18:51

can shelf this in until um it the time

18:54

is available because you know sometimes

18:56

leaders like me get super excited we

18:59

want to do everything um but uh

19:01

fortunately in this situation scy is

19:03

like no I could take this on here's this

19:05

one thing I have to deprioritize I'm

19:06

like yeah that doesn't matter we I mean

19:08

that not that that doesn't matter but we

19:09

can we can actually shelf that for later

19:12

so yeah yeah no that and that's a great

19:14

example we we actually talk about that

19:16

in in a couple of our uh time management

19:19

workshops is essentially what you're

19:20

talking about is saying no

19:22

professionally right um and and saying

19:24

yes professionally one of the best

19:26

skills that we can develop is the

19:27

ability to say no or not right now and

19:31

when when somebody's coming to us with

19:33

you know to delegate I always tell

19:35

people the first thing you know I mean

19:37

I'm a big calendar blocker and I know a

19:39

lot of folks are right of kind of here's

19:40

what's going on here's my appointments

19:42

with other people but here's the block

19:44

of time that I'm going to be focused on

19:45

these other

19:46

priorities when we can you know what

19:49

what we want to do is not say yes or no

19:51

right away before we take a look at what

19:53

do I have going on right like what's

19:55

coming up here what do I have on the

19:57

priority list

19:59

and I always I mean and you know you and

20:01

I have worked on a number of projects

20:02

where I'm like yeah I'm really

20:03

interested in this and let me look at

20:06

the other stuff that I have going on

20:08

it's not a yes right it's just a hang on

20:11

a moment because I need to look at this

20:12

and I need to figure out is there wiggle

20:14

room with some of that other stuff and

20:15

again that you know healthy environments

20:17

healthy organizations have supervises

20:19

and supervisors that can have those kind

20:22

of two-way conversations but it is it is

20:24

a problem at times right because people

20:26

feel like I need to say yes especially

20:28

when it's you know your supervisor your

20:30

supervisor supervisor whatever that

20:32

might be and so building that culture of

20:35

saying no professionally or saying not

20:38

right now or let me get back to you

20:40

that's another huge part of Delegation

20:42

absolutely no great point and one thing

20:44

I want to um also add is healthy great

20:48

cultures people are very clear not just

20:51

on what their roles and responsibilities

20:53

and goals are but if they have insights

20:56

into what others roles responsibilities

20:58

and goals are right that is that is so

21:00

important because before you know even

21:03

even if it's cross Department you know

21:05

if you could look into seeing okay well

21:07

this is what Mickey's responsibilities I

21:09

mean this is what her goals are so maybe

21:11

she's not the best fit for delegating

21:13

this to right so hopefully when you do

21:16

that you know you're all instead of

21:17

working in a silo you're kind of all

21:19

working in in the right direction now I

21:22

don't have a I don't we don't have time

21:23

to go through this but for those of you

21:25

who are leaders or individual

21:27

contributors

21:29

and you know I had uh Ethan Evans on the

21:32

show and he had this phenomenal uh

21:35

five-step framework called the magic

21:37

loop that you have to go back and check

21:38

out because when it comes to delegation

21:41

it shouldn't always come from the leader

21:44

to their team member I think you know

21:47

unless you're the founder owner you know

21:50

and and you have a a boss or a leader

21:53

yourself you should ask to what can I

21:57

take off your plate what can you deal to

21:59

me and so like I said we don't have time

22:01

to go through that today but please go

22:03

back and check that out because that is

22:05

a a key thing that you can do to to set

22:09

yourself apart because trust me not too

22:12

often and I've I've surveyed other

22:14

leaders not too often do people come to

22:17

their boss and say hey what can I take

22:18

off your plate what I could make what

22:19

can I make your life easier I just want

22:22

to throw that out there it's the essence

22:23

of managing up Damon that that's what

22:25

you're talking about it's managing up

22:28

Workshop that we can yeah absolutely

22:31

yeah hopefully we cover that in our in

22:32

our managing up Workshop great

22:35

absolutely we do yeah so uh to wrap

22:37

things up Mickey can you go back through

22:40

our three-step process so Damon what

22:42

we're talking about here is the

22:43

delegation green lights framework which

22:45

has three very basic questions to it and

22:48

some sub questions that are part of that

22:51

the first one is should I should I

22:53

delegate it to somebody meaning is this

22:55

something that is private is it

22:56

confidential is it at a Strate IC level

22:59

that maybe that person is at right we

23:01

don't want to delegate that stuff is it

23:03

your job and your job only we shouldn't

23:05

delegate that but does it help people on

23:07

your team does it help develop them

23:09

right we think about delegation as

23:10

development if the answer is yes yes yes

23:13

then we move on to the second question

23:15

which is can I do I have the right

23:18

people on my team do they have the right

23:20

skills do we have the time this is

23:23

probably the most important element is

23:25

do I have the time do I do they have the

23:27

time and then do they want to do it

23:30

right because we want to match people

23:31

with projects and and skills and tasks

23:34

that are things that they're interested

23:35

in developing if we get to yes yes yes

23:38

green light green light green light then

23:39

we get to the place of how do I how do I

23:41

actually delegate this how do I select

23:44

who I'm going to actually delegate this

23:45

to and this is really kind of a

23:46

decision-making framework who has the

23:48

skills who has the time who has the

23:50

experience who's interested in this

23:52

growth opportunity and then as you

23:54

talked about super important that we

23:56

communicate very clearly with that

23:57

person why why is this important what

24:00

does success look like and we want to be

24:02

able to engage in what we call pervasive

24:04

helping it is the exact opposite of

24:07

micromanagement because once we delegate

24:09

that to somebody we want to be able to

24:10

be a timed helper to that person and not

24:13

be hovering over them and creating

24:15

artificial bottlenecks so that's our

24:17

green lights framework super awesome

24:19

stuff really helps people know exactly

24:22

what we need to do to be more effective

24:25

delegators Mickey you know what's

24:26

awesome

24:28

what's that you you're awesome so

24:32

anyway anyways so let's wrap it up um

24:35

and to recap we talked about first of

24:38

all delegation is critical and it's one

24:40

of the most difficult things for a

24:42

leader to do and but if you don't

24:45

delegate you're going to create

24:47

bottlenecks the other thing you're going

24:48

to do is you're going to stifle the

24:50

growth of your team why have great

24:52

people on your team if you're not able

24:54

to delegate and give them opportunities

24:56

to grow and that's what I love about

24:58

what we talked about how a gym selector

25:00

reframes it instead of Delegation you

25:02

want to make it about development super

25:04

important also our three steps or

25:07

however you want to call it of approach

25:10

to what you should delegate which Mickey

25:12

just went through for us there's so many

25:14

great things here everybody so please

25:16

think about it and what I'm going to do

25:19

is for the first 25 and it's only 25

25:22

people who ping Mickey your ey on

25:25

LinkedIn are um it's all in the show

25:28

notes we'll we'll give you a free code a

25:30

free code to our delegation class so

25:33

take advantage of it and until next time

25:35

everybody stay curious and keep learning

25:38

have a great day I really believe that

25:40

learning agility could be the number one

25:43

most important skill for today and in

25:46

the future the organizations that are

25:49

successful these days are the ones that

25:51

are investing in their learning from the

25:53

top all the way down to the bottom our

25:55

worlds and our ways of operating and our

25:57

ways of doing business are rapidly

26:00

changing and so if we're not learning if

26:02

we're not keeping up with that if we're

26:04

not adapting our businesses are over

26:06

with

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