Delegating work may seem like more trouble than it’s worth. There is some up-front effort required and managers often think if they can do the work well themselves, why take the time to explain how to do it to someone else?
But that kind of thinking is career-limiting, giving you less time and intellectual energy overall. A 2014 Gallup survey examining the business performance of 143 CEOs of Inc. 500 companies (the 500 fastest-growing companies in America) found that CEOs considered to have high delegation talent posted an average three-year growth rate 112% higher than CEOs with low talent for delegation.
There is another important benefit to delegating too. As a manager, one of your primary jobs is to make sure those under you are developing professionally while accomplishing the company’s goals. By meaningfully involving others in your work projects you’re helping develop their skills and abilities.
Keep in mind that real delegating isn’t just dumping tasks on people, it’s giving people the authority to do what’s needed to produce results and take ownership of the outcome. When you delegate responsibility—not just tasks—you make a powerful statement to employees about their competence, how much you trust them and how valuable they are to the organization.
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