Some entrepreneurs still brag about their ability to put in hours without ever taking a rest. However, this culture of “sacrifice” is becoming an obstacle: managerial efficiency remains the primary factor in the performance and sustainable development of companies. Knowing how to hand over is not a luxury, it is a survival skill.
The classic pitfalls of delegation
Before getting started, the manager must navigate several pitfalls that can weaken his credibility:
- Confusing delegating and getting rid of: Delegation is not a mental dump.
- “Selective sorting” from below: Assigning only simple, boring tasks deactivates motivation.
- The paralyzing issue: Delegating a mission that is too critical requires micro-management which removes all meaning from the employee’s autonomy.
- Delegate the unknown: We only delegate effectively what we control, in order to remain a recourse for the delegatee.
The objective is twofold: to broaden the scope of responsibility to encourage skills development and to free up time to prepare the strategic future of the company.
Internal audit: two questions to act on
The process begins with a clear inventory of missions, sorted by priority. Before distributing the roles, two questions are necessary:
- What am I the only one who can do today? (The heart of your added value).
- What missions pollute my daily life and hinder my overall vision?
You must also accept the learning curve: an employee needs time to master a task. The “firefighter” delegation, made in a hurry because we no longer have time, often leads to disappointment.
Know your team and build a framework
The choice of delegate is based on a detailed analysis of professional maturity (skills, potential and motivation). The key step remains the construction of a real delegation contract:
- Set clear objectives and control methods.
- Ban instructions by email or SMS that lack depth.
- Change posture: once the contract is signed (even morally), the manager becomes a guide. Taking back control at the first grain of sand destroys trust.
Overcoming psychological obstacles
We often think we are delegating when we are only ordering classic tasks. What is really blocking?
- The fear of losing influence.
- The risk of competition with one’s own talents.
- The frustration of seeing a method other than his own bear fruit.
- The loss of the pleasure of “doing” oneself.
Delegating represents profound work on oneself. Currently, the paradox is striking: while the risks of burnout increase, the hesitation to pass on remains. However, overcoming this blockage is the only way to gain time, peace of mind… and profitability.
