Reading 'The Art of Delegation'

Introduction

Over the past few years, the number of junior staff I work with has increased, and the opportunities for me to mentor others have definitely grown.
Unlike the days when I only had to focus on my own research, 'how to delegate' and 'how to develop others' have now become daily challenges.

That said, I am not naturally the type of person who is good at delegating.
I have always thought, 'It's faster if I just do it myself.'

Explaining, checking in along the way, making corrections, and taking final responsibility.
In that case, doing it myself from the start takes less total time and is less likely to cause unnecessary conflict.

If I just endure a little, I can spare those around me from feeling bad.
That is what I used to think.

Even so, as someone in a position to manage an organization, I understand that development is a role I cannot avoid.
It requires consideration and care, and honestly, it is stressful, but if I don't take it on, the team will wither away.

It was amidst this conflict that I picked up a book on the art of delegation.
Through this book, I found an opportunity to re-examine my own attitude.

Resistance to delegating

While juggling many tasks every day, I often see the work of junior staff and feel, 'This won't hold up as it is.'
In that moment, I almost reflexively step in.
I fix the structure, change the phrasing, and organize the arguments.

Before I know it, it has become my own work.

Underlying this is likely the assumption that 'my way is more reliable.'
I have to produce results, and I have to meet deadlines.

That sense of responsibility has justified my intervention.
However, after reading this book, I have begun to question whether that attitude is truly the best approach.

Delegating is not simply offloading work.
It is not about dumping responsibility on someone else either.

This book clearly distinguishes between 'delegating' and 'dumping,' arguing that the former is a design act aimed at the other person's growth.
Share the purpose, leave room for challenges, and delegate with the premise of providing follow-up.

It says that is what delegation means in its true sense.

Looking back, perhaps I was prioritizing short-term efficiency and putting long-term development on the back burner.

Correcting things based on my own standards may look like the right answer in the moment.
However, it may be depriving the other person of the opportunity to think and reducing the chances to cultivate their 'ability to think for themselves.'

On the other hand, the responsibility to produce results is also a fact.
An organization cannot run on ideals alone.

That is precisely why the balance between delegating and ensuring quality is important.
I felt this book was realistic in that it discusses the premise of achieving both.

How to delegate is both a skill and an attitude

This book provides a concrete breakdown of how to make effective requests.

How to draw out the other person's motivation.
How far to clarify the objective.
How to show consideration for the burden.
How to present options.

Depending on how you communicate, a task can become either 'forced labor' or a 'challenge'.

For example, instead of saying 'I want you to do this job,' adding meaning by saying 'This is a situation where your strengths can shine' changes the recipient's attitude.

The perspective that a request is not just information transfer, but an act of motivation, was refreshing.

Also, the viewpoint of 'who to delegate to' is thought-provoking.

Rather than simply concentrating work on high-ability individuals, you should assess motivation and aptitude for placement.
Instead of forcing them to overcome weaknesses, it is better to develop their strengths and have the team complement each other, which ultimately leads to a stronger organization.

The idea that this is a team sport rather than an individual one was in contrast to my own tendency to take everything on myself.

Furthermore, the book emphasizes that what happens 'after delegating' is crucial.

Encourage reflection through interviews and feedback, evaluate the process, and offer specific praise.
By centering on recognition rather than reprimand, you create a foundation where challenges can be sustained.

The philosophy that delegation is not the goal, but the starting point for growth, is consistent throughout.

In an era of rapid change known as VUCA (Volatility, Uncertainty, Complexity, Ambiguity), giving top-down instructions alone is no longer sufficient.

An organization where individuals can act autonomously is truly strong.
This book demonstrates a style of management based on that premise.

Conclusion

I don't think reading this book will immediately make me good at delegating.
If anything, it made me painfully aware of my own shortcomings.

The difficulty of waiting.
The capacity to tolerate failure.
The flexibility to set aside my own sense of being 'right'.

I cannot say I have enough of any of these.

Even so, realizing that 'delegation is an act that requires courage' is a significant step.

There will likely be times in the future when it is easier to just take it on myself.
However, if I continue to make that choice, the team will not grow.

Results and development are not mutually exclusive; they are challenges that should be pursued in tandem.
I believe that continuing to seek that balance is the responsibility of those in a leadership position.

From now on, I want to ask a question before jumping in to help immediately.

"What was your thought process?"
"What are you aiming for?"

Delegating is not easy, but I feel it is worth the challenge.