The project or deliverable is several weeks out, and you have plenty on your plate.
So, you push off even thinking about an assignment so far downstream. You get busy on the more urgent and important tasks of the moment and stay focused on getting things done.
A few days before the project that was once far away, you realize there was background, prep work, and other tasks that could have been done weeks ago to avoid having to rush it.
In fact, you could have easily delegated some or all of the sub-tasks. Had you been organized enough to do so.
But once again, you didn’t plan ahead or think through the associated work others could have helped with. Because time is now of the essence, those who could have helped can no longer lend a hand.
So, you slog through and get the job done by staying late and working like a sled dog.
Worse yet, because you didn’t involve those on the team and delegate some of the work earlier, they miss out on the learning and development connected to the work stream. Nor do they experience the pride and ownership of contributing to a great outcome. How did you get here?
Sound familiar? If so, it’s time to make a change.
Leaders who are overwhelmed by tasks, decisions, problems, and assignments typically focus on what they need to do and fail to chart out the steps needed for the many deliverables that are weeks or months away.
By choosing to stay disorganized, they miss the chance to delegate effectively.
The best leaders create three distinct sets of tasks and priorities. Those that must be attended to today, those that need to be completed this week, and those that are weeks and months away.
Before finalizing their current to-do list, they think through the long-term projects and identify the work or steps that could be undertaken now to ensure a successful outcome.
By identifying the tasks that can be completed now, leaders have the option of delegating some or all of the steps to team members who have the capacity and desire to help and learn through the process.
Not all delegation involves assigning full ownership of a project or initiative. Delegating the critical parts of a work stream is a much more common approach, but it requires leaders to purposely organize themselves to do so.
This is simple planning, yet far too many leaders avoid it.
