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Joan, a manager in a high tech firm, came to me at the break at one of my seminars. She said: "I understand what you said about delegating. I know I should delegate. But there are some jobs I enjoy too much to give up. They're sort of my reward for doing the stuff I don't like. But I also see that I can't do it all. And someone else really could do the things I like. How can I get over this?"
I replied: "First analyze the things you like to do. What are they?"
"Well, for example, my group is responsible for producing our divisional newsletter. I started this newsletter and it's kind of my baby. I really enjoy seeing what it looks like, making changes in the format to please my eye, and finding the right graphics to illustrate the stories. I also like collecting and writing the stories."
"And someone else could do all this?"
"Yes, but I don't think I would trust them to do it with the same look I'd give it."
"What if you gave up part of the newsletter to begin with. Since it seems that the 'look' is important to you, could you delegate the gathering and writing of the text?"
"Yes, I could do that pretty easily."
"How about having someone else do the preliminary layout after consulting with you?"
"Yes that would work, but I want the final say."
"O.K. So now you're just doing the final form. You're involved with the process, but not actually doing all the work. Your time allotment toward this project would drop from about 20 hours to two. Would you be willing to try it?"
"When you put it that way, I can't say no."
Here's a personal example of how I decided to pass on projects I enjoyed.
Early in my career I made all my own clothes. I soon discovered that I didn't have the time anymore. But I enjoyed it. So I analyzed the process of making my clothes, outlining what I liked. I liked that I had creative control to do what I wanted. I could adapt patterns to my style and whims. The clothes were completely tailormade for me. I loved picking out beautiful fabrics. And I loved the comments my friends would make on my choice of fabric and pattern and on the excellent craftsmanship.
I discovered it was not the actual process of constructing the clothes that gave me pleasure. It was the creative part and the recognition from friends.
I decided I could keep much of what I liked by hiring a seamstress to execute my creative ideas. I wouldn't get quite the same recognition because I wouldn't have my craftsmanship acknowledged, but my creativity would be acknowledged.
I was amazed at how many hours I saved. I was able to keep parts of the process that pleased me.
Let's review the steps to letting go.
First, analyze the tasks you like doing. Concentrate on the specific parts you enjoy, and focus on what gives you pleasure in them.
Second, be willing to give away the parts that don't give you the greatest pleasure. At first, keep only the part that you like the most. Also, enlist the help of your manager, peers, and subordinates. Tell them this is a favorite project and you're trying to unhook yourself from it. Ask for their help if you start to dive in again.
Think about how much time you'll have to work on the projects that only you can handle, and how much satisfaction you'll have because you can do a better job on them.
Copyright 1993 Morgan Seminar Group
Rebecca L. Morgan, CSP, is a dynamic speaker and seminarist. She is the author of four books, "TurboTime: Maximizing Your Results Through Technology," "Calming Upset Customers," "LifeÕs Lessons: Insights and Information for a Richer Life," and "Professional Selling." For information on her speaking services, books, and tapes contact her at 1440 Newport Ave., San Jose, CA 95125, 408/998-7977, 800/247-9662, fax: 408/998-1742, rebecca@RebeccaMorgan.com, www.RebeccaMorgan.com. Please contact Rebecca for permission to reprint or repost this item.
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