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:
In This Episode:
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?:
Podcast Contact Information:
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
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organizations map and understand their
0:45
Workforce capabilities drawing from
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Insight from their survey of over 28,000
0:50
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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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