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

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2025 is here and the pace of change has

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never been faster are you ready to

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thrive in a world where AI accelerates

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everything but can't replace the most

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essential human skills that's why we've

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created a special 11p part series on the

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learn itall podcast to help you master

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the skills needed to Future proof

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yourself and your career from

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self-awareness to listening and

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developing trust these are the traits

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that will make you irreplaceable in an

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Ever evolving Workforce I'm Damon lby

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CEO of learn it and two-time bestselling

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author and I'll be your throughout the

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series joining me is Dr Mickey Fitz

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Collins learn's top rank facilitator and

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a leadership expert dedicated to helping

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you grow this series is brought to you

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in partnership with our good friends at

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much skills a platform that helps

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organizations map and understand their

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Workforce capabilities drawing from

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Insight from their survey of over 28,000

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professionals we'll unpack 11 skills in

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this weekly series that will prepare you

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to thrive in an Ever evolving world if

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you enjoy this episode please take a

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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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