Here’s how to address and move on from the common reasons for not trusting your work with others. According to Carson Tate, originally published in Fast Company.
“I know, I really should ask for some more help and delegate,” lamented a recent client. “But . . .” Ah. There it is. The big “But” was about to get in the way again.
How often have you resisted the idea of delegating some of your work? You may understand—at least intellectually—that delegating is a powerful skill that can boost productivity and build cohesive teams, yet many of us continue to resist.
Your resistance is rooted in fear. It’s time to face that fear; it’s time to probe deeper into that fear so that you can identify the underlying cause of your resistance. When you choose to boldly address the three most common reasons for resistance—psychological, organizational, and technical, then you can face that fear about delegation.
The most common obstacle to delegating is psychological—the insistence, either conscious or subconscious—on doing everything yourself.
The insistence is really resistance. The first step in overcoming this resistance is to ask yourself what do you lack faith in. My recent client lacked faith in her value to the organization. She insisted on “doing it all” to prove her worth to the organization, and that meant she resisted the idea of delegating. Her sense of worth was central to her identity. Once she recognized this psychological stumbling block, she was able to acknowledge it, explore its meaning to her, and evaluate the reality behind it.
The second step in overcoming psychological resistance is to look at your project and task list and decide which tasks you will never delegate. For example, these may include tasks and projects that align with why your organization hired you, where you are the only person in the organization with the knowledge, skills, and expertise to complete the work and your unique abilities are highlighted, or tasks and projects that bring you meaning and joy.
This liberating exercise will help you get clear about your value and the unique contributions you make to your organization. And separating the essential tasks from the ones you can consider passing on to others will also help silence that voice in your head telling you that you must do it all.
In many organizations today, resources are stretched thin, budget dollars scarce, and one person is often doing work that used to be handled by two or more. Under these circumstances, being told to delegate may feel like a bad joke. “Delegate? I’d love to do it! But to whom?”
This is the second reason many people resist delegation—they lack the human resources support needed to complete the work……
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