Delegation: The Lies We Tell & Semantics

Delegation is a consistent focal point for leaders who want to improve their effectiveness. It’s how things get done. Effective delegation requires leaders to first test their thinking and mental model for delegation before they test or develop their skills.

The Lies We Tell & Semantics
When it comes to delegation, most of us are liars. Not the diabolical kind, just the kind that lie to ourselves about why we can’t or shouldn’t delegate. Here are some lies we may need to push into the light and call them what they are:
• “In the time it takes me to explain this to the person, I could have done it three times.”(D)
• “I’m the only one who’s intimate enough with the (task/issues/process, etc.) to pull this off.” (I)
• “The other person is busy enough, I don’t want to burden them and it’s a simple enough thing for me to do.”(S)
• “If I want it done right, I have to do it myself.” (C)

Leaders also have to come to grips with the semantics of what “delegate” means to them. To delegate is of course a verb: to give a task or assignment to another person to carry out. Leaders, for the most part, are prone to action and tend to understand the verb meaning of delegate.

Delegate is also a noun. As such, delegation is a leadership decision to select or appoint someone who will act or decide on your behalf. This definition is less “action” focused and more “other” focused. In this way delegation assumes a high degree of performer maturity; someone who is both highly capable and psychologically willing. These are not the performers to give SLJ’s (simple little jobs) to. Delegation is for your “A” players, your emissaries, your delegates.

The figure below outlines the three essential elements required to achieve this type of empowered delegation. These are: Delegation of the TASK, Cultivation of Delegate OWNERSHIP and management of ENABLERS.



Typically leaders only really “see” and therefore attend to one or two of these elements. As a result, many leaders tend develop a delegation “blind-spot”.

For the article on delegation, complete with more typical failure modes as well as the strategies to overcome them, please click here: Delegation-LSSD.